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Successful Student Unions: Essential Qualities and Best Management Practices |
| The center should reflect the campus' diversity. It should provide a "community home" for everyone--students, staff, and faculty. It's like a neighberhood--you see yourself reflected in the neighberhood, see people you know there, get services you need. |
| A center: 1)that attracts the population for more than just a moment; 2)runs regular & ongoing activities that draw people to stay in the area thereby generating demand for the center's services; 3)uses a "mixed use" approach to space configurations, services & activities. A center with more "big draw" events both during the day and evenings and a marketing/promotion component that prominently advertises all that is available at the center. A management team that includes a marketing component for uniform promotion and advertising that is appealing and professional as opposed to improvised. Respondent noted that at Cal: 1) concern over textbook store theft has led the center to restrict the flow of traffic rather than open it, thereby cutting off the flow of people to adjacent units/services; 2) there's so much attraction off campus, that prominent signage and advertisement is vital yet it is virtually non-existent and very difficult to get. Tenants have to individually improvise their own signs and forms of advertisement. Respondent mentioned having asked for better signage and being rejected. |
| A safe environment. A place that accommodates diverse backgrounds and many different interests. A welcoming atmoshphere. |
| An activity-oriented gathering place for students, recreational and low-key. Relaxing and welcoming. |
| Being recognizable; getting to know people—like through the ASUC at Eshelman Hall. |
| A center that is able to accommodate diverse groups. The architecture and layout plays an important part. |
| One location , ideally centrally, that is the "nerve center" for the university, making it alive. People go to meet, hang out, come together, make purchases, eat, use computers. Because of the proximity to the city, it has to have draws for and involvement from them. Multipurpose location including loud space as well as quiet space where you can have "solitude among people". Seamless campus/City use - not a priority, just an idea. |
| One that accomodates and invites Alumni especially, but all students especially undergrads. Off-campus visitors and alum need parking. Lower Sproul needs to be maintained as open space but activities need to be enhanced to attract students socially--food and events need to be there in spades to establish a socially warm inviting environment where students can go for non-academic events and socializing. In terms of function it also needs to be open to facilitate lines for large events at Zellerbach and King/Pauley Ballroom. The space and facilities there need to inspire and support a cultural change at UCB. |
| A student center should be a hub of activity that includes event, entertainment, and academic support services. It should be well managed, employ sound business practices and embrace quality and customer service as core values. Perhaps most importantly, it should understand and espouse the notion that a student center has many types of users rather than operating under the belief that students are the sole and exclusive users. Respondent commented that with the exception of the U. of Arizona, no university houses its Career Center in the student center. And, since Arizona has the biggest center in the nation, having the Career Center in the student center places it off the beaten track even within the student center. |
| See part 1 |
| A "kitchen" at a party. The place where people end up to gather. They cross borders and meet. Having conversations in one place helps make community. People connect with one another through conversation. Like the feeling in the Free Speech Cafe only larger scale. Space that staff and faculty intersect as well. A number of student services all in one space. Bring groups close together. Career center, academic advisors, multicultural student development, advising units, student group advising, gender-equity center, leadership and service center, ? outdoor rec, student government. Building with teirs to symbolize the heiriarchy: K-12 programs on bottom, activities next, leadership near the top, career center on top. |
| Community, engagement, interaction, especially of folks who might not normally meet each other or interact. Center should bring people together and inspire them to interact. |
| Open door, visitor center, lounges/hangout space, reading areas, pleasant environment, bookstores, food, knowledgeable staff re UC Info, should be one stop in terms of student associations including OSL, but not necessarily one stop in terms of student services. |
| It should be the "living room" of campus--a comfortable place that people want to come to. It can't be legislated--it has to have what students want to use, then they'll come use it. The best university centers are not "one-stop" centers--things like the Career Center will be going all online before long, so why does it need to be included in the physical student center? |
| Centralized Services, Wireless Internet, 500 person student run space, multicultural center**, classroom space (DeCal has problems booking space), Food, Career Center, activity draws (like bowling),publications in one space, Built in security measures(currently have to rent metal detectors for Pauley ballroom). Would like to see TV/Radio stations there - students able to voice opinions in free speech space, football members may get up followed by Muslim students etc. Film/cultural shows,. Progressive and conservative news programming and other countries running side by side. |
| Students visit frequently, every one knows about it, Meet faculty, Gathering place. |
| Provide day-to-day services that take care of necessities. Study lounges. Bring people together. |
| Centralized location for students to get multiple services....One Stop Shop. Including: counseling, tutoring, advising, classrooms, loans, check cashing, books, photo ID, alumni house etc. Also, a place to get new fac/staff information on what goes on on campus. |
| Active, fun space. Leadership development (let students learn by doing). Multicultural center (has been promised, University has not delivered). Envision a space for every kind of student. Cross-section--mostly for students, if funded by student fees. Should be managed as-is, or more student run. Real benefit of having student leadership on campus. Envision that student government still controls space. Powerful growth experience, leadership development opportunity. Get at grad students through GSA. |
| Having worked in a lot of places, it's tough work trying to make a space like that effective. Campuses are good at developing buildings for specific functions, but not tying them together. This is the most vibrant I've seen. Dances, bands in Lower Sproul. We may not particularly like it, but it works better than most. But there are things that could happen in that space which could make it more amenable. Spatial issues, architecture. It has an institutional look. Not much greenery, some harsh edges. It will be difficult to raise money on this campus. Generally, people are interesteed in supporting people, not "spaces". Funding lower Sproul won't provide a "cure for cancer". That's the challenge for fund-raising. Would have to locate a particular donor who was interested in beautification. Something would have to happen to all the buildings. He's been impressed with good architects who can improve spaces. Starting point is evaluate how people are trying to use the space, the food court for example. Performances, dance groups, jazz concerts. Upper Sproul is more political. Clear out space, design it for how it's currently being used. People stop there and eat, socialize to one degree or another, have campus street performers. |
| In a univ. this size, I see a "center" of associated bldgs. w/ student services, student activities, administrative services, etc. all there for "one stop shopping". Things I'd want there are admin., support svcs., union, centers of intellectual life. Upper/Lower Sproul is a good location, but some key players are not there -- a synergy could exist |
| Active location that has students, faculty and staff at any time Place that is relaxed, w/ space for small group meetings as well as large gatherings Benchmark location -- a destination Open/friendly place Variety of things going on at same time -- food, recreation, etc. -- a "home away from home |
| All amenities in one place -- consistent locations |
| Inviting, attractive, well-maintained confortable place with energy and noise and "all the cool things about college env't into one area". Different amenities w/ balanced combo of things (interactive and passive) Place where # of diff. needs met (e.g., movies, study rooms, food, recreation |
| No particular center came to respondent's mind. Envisions a very central place, full of students, that stays open even late at night and with components that meet multiple needs and draw diverse students. Thinks the key to achieving this is identifying those multiple and diverse needs and the draws. Also sees a constant flow of students who are drawn to the center for a variety of purposes and an environment that sets up, promotes, and is conducive to cohesiveness and collaboration. Thinks in terms of: one-stop shopping services and extended hours of service, not necessarily 24-hr service but rather service at times student demand or standard service hours plus open spaces during the day for group meetings and open spaces for celebratory events and activities at night. Also, student government space to operate and service students and so as to more "cohesive collaboration" among all who serve students. |
| A place where 1) student services are available and student organizations are present and active, like student government, student groups, a multicultural center, a student learning center, etc., 2)students can learn outside of the classroom through tutoring other students, learning how to organize, learn about issues, etc., |
| No. |
| Respondent mentioned the Sacramento State U. student center |
| (Not a university) A freshman year dorm. |
| (Not a university) The Engineering multi-cultural group study sessions at Cal. |
| No. |
| (Not a university) The student center at boarding school. |
| UCLA |
| Nad likes UC Irvine and UC San Diego, also UCLA but not as much as the other 2. |
| Respondent mentioned no specific centers and stated that "any student center at any university would be a model". Comparing UC Berkeley's student center to other student centers is like "comparing apples and oranges". "The only thing we currently have and need to continue is food". |
| See part 1 |
| Not particularly. |
| Likes UCLA |
| UCSD Univerity of Texas El Paso |
| Wisconsin, Oklahoma Stillwater has a one-stop center, Arizona. |
| Wisconsin, Arizona. Not all centers are comparable to Berkeley--a lot of little schools have great student centers. |
| Santa Barbara |
| a. Respondent has been involved with thinking of revitalizing the lower-Sproul area for approximately 7 years. Consequently, she always makes it a point to look at the student centers of the universities she visits. Her vision is informed both by the many centers she's visited and by what she learned at a workshop on student unions that was offered by Harvard University a couple of years ago. Respondent named a few student centers specifically: Syracuse, Nebraska, Washington, UCLA, the Davis center--which is relatively new-- and "a couple in Boston". Respondent sees herself as having definite ideas and opinions about student unions. One of the primary differences between Cal's student union and other student unions is location. Other campuses locate their student unions in the center of campus and that sets up a very different dynamic. Ours is located mid-campus on the southern edge of campus and borders with City of Berkeley land and real estate. "The primary difference is that ours is clearly the worst in the whole country". Ours is completely not of the same caliber even though the ASUC Auxiliary has made some improvements. Respondent cautions that we can't just import directly to Berkeley what is good about other centers. Respondent envisions a center that is "lively and engaging" and has a lot of "foot traffic". She envisions a center that identifies and addresses its users needs. More importantly, she envisions a center that can function as "a symbol" or "icon" of Cal that even the outside community finds "recognizable --much like, no, more so than, the campanile and Sather Gate. (Respondent notes that the old Berkeley student union used to be a symbol of sorts but has lost its symbol status.) Respondent further envisions a center that reflects Cal's "core values and commitments". A center that is "student centered", and representative of the fact that we are a student centered institution. Consequently, student amenities should address student needs. It should also have "centeredness" in terms of "focus" reflecting the king of "engagement" we want students to have with faculty, staff, alumni, off-campus people. The center should be a "representation the opportunities" the campus has to offer students. It should reflect the broadest view of undergraduate education at Cal. Respondent added that not all student services need to be physically located at the center but that the center should help with "blurring the boundaries" (i.e., the organizational boundaries) that segregate student services. It should foster contact, interactions that encourage units to cross organizational boundaries. For example: the Chavez student center currently offers tutoring in Moffitt Library --more of this needs to be encouraged and facilitated. The center could have information kiosks from URAP (Undergraduate Research Assistance Program), L&S Advising (which could also offer satellite advising), and other students services. |
| 1) Hasn't visited any other centers except for UCLA, which she did see and walked through about 2 1/2 to 3 1/2 years ago. It seemed to be relatively new. Compared it to MLK and thought "it would be nice to have something like this at Berkeley". MLK is "unpleasant" and "uninspiring". Don't see the "draw" at ours that I saw at UCLA where, the store is nicely designed, food and study areas, which are contiguous, are very well used. The UCLA union is an area "where people want to go", an area "they want to see", "want to do" and or "experience". An area where they can be "confortable" and "safe". There is "significant, untapped potential at our Sproul area. |
| N/A |
| N/A |
| Cal State Monterey Bay |
| Like UCSB--multicultural center, theater space. All in one building. Haven't seen nooks and crannies. Planning, visioning, done by students as a collective. Consensus among students, town hall type planning. Every student on campus is a stake holder. |
| Rice, and Georgetown. Very different issues. At Rice, similar space, numerous quads, rich, beautiful. One quad, has library, student center, business school, doesn't work--basically a big swamp. Nothing feeds the life of the plaza. Campus had a lot of really successful quads. Georgetown, compacted campus, middle of urban area. One quad, red square (brick). Campus thought too many flyers, chalk, too dirty. Never were able to tackle that. Part of problem is, administration has idealized vision of how campus should work, that is often disconnected from the way students actually use the space. Couple of characteristics of the good quads at Rice, buildings around had traffic flow that fed people into the spaces. 3 or 4 really effective quads, great sense of traffic flow, becomes a real meeting point. "Meet me at this fountain". "Living room" of campus. Other quads, around residential centers. Residential life. People know what happens there, know what to expect. Spaces constructed and formatted in a way that the activities are supported by the design of the space. Dwinelle Plaza often has more gathering than Lower Sproul. Hard to take a public space and make it a destination. Better to figure out who flows through there and make them stop and stay. But do you necessarily make them stop? Why not just let them walk through? Chavez has wrong flow in relation to the plaza. Zellerbach has same problem as most performing centers--people just passing through. Eshelman ugly. Food court works, but then you put a fence around it? |
| Michigan -- I know it quite well (graduate school and work) "Diag" pathways cross with a library, admin ofcs., etc. all there. It feels like the center of campus. the union is a 1 min. walk from the Diag |
| Penn State Univ. of Maryland |
| University of Illinois |
| No |
| No, he hasn't seen any for himself. |
| At Sac state, the space laydout for the movie theater is such that it flows into the space layout for the Taco Bell concession making it look and feel like one unit. The theater generates demand for Taco Bell. Also Sacramento State Center has an "LCD Board" announcing all current activities. |
| Resources were available, like a lounge, computer access, microwave, etc. The Student Learning Center at Cal comes to mind. |
| This is a safe place for interacting with others. |
| n/a |
| It was a place to hang out and meet people. A gathering place. Berkeley is large with a diverse population. Smaller alcoves could be part of a larger space to make it less daunting. (Interviewers' comment: This student mentioned "architechture" and physical layout several times.) |
| Dynamic energy. Meets many needs at one location and has big draws. "People intentionally and unintentionally come together as a community." |
| Spacious, gracious sloping plazas that are inviting and well-maintained. |
| n/a |
| See part 1 |
| N/A |
| vibrant, utilized, profitable |
| She likes the new SFSU one-stop center for student services. But this could be separate from a community center. She especially likes the one-stop drop-off spot for forms payments and documents there. |
| Lounge spaces, quality of space |
| Theater. Office space that forces interaction- open space. Grad/undergrad government all in one space, multicultural center. Large, open meeting/dance room. Spread out wide (less upwards) so things next to each other, not on separate floors. |
| N/A |
| N/A |
| Small university, but still confusing for freshman. One stop shop is easier for new students to get everything at one place. |
| See above Michigan campus seems better planned w/ quadrangles |
| Info desk right at door Smaller bookstore for souveneirs Lounge areas meeting space Open/bright look Friendly people mall Welcoming feel/atmosphere |
| Each space has a specific function and all are in close proximity to one another |
| n/a |
| Only from second-hand accounts--not really knowledgable of other student centers. |
| No. |
| No. |
| n/a |
| n/a |
| N/A |
| See #1a |
| See part 1 |
| Hasn't had experiences at other unions. |
| N/A |
| N/A |
| N/A |
| N/A |
| visited UCLA, UCI, Illnois, USMA (West Point, these scratched surface |
| n/a |
| A vibrant center is very broadly focused. It should have a strong cultural piece. Most people on campus are members of sub-communities--this should be a place where they can plug in to the larger community. No group should be prioritized--it should be for students, faculty, and staff. Use should be transparent. It doesn't all have to be in one building. It needs services for commuting students, study lounges, lecture halls--you could hang out there all day. Design-wise, a lot can be done to keep the center where it is now, while controlling access to it from Telegraph. The new place could also include more active retail than it does now--possibly at street level. If the space is attractive enough to its intended users, their population will overwhelm the population of undesirables. You can manage that with design efforts and education. |
| n/a |
| n/a |
| n/a |
| n/a |
| They are dynamic, meet multiple purposes and have big draws. |
| Well maintained and modern, spacious inviting--he mentioned RSF as a good example of a successful, (partially) student-run entity that maintains itself well while being self-funded. |
| n/a |
| See part 1 |
| N/A |
| UC encourages diverse groups to interact while also respecting their need for safe space--example: some LGBT students might not have any community here were it not for space provided by ASUC group, support by UC. |
| Research UCLA's memorandum of understanding with student association's for running student center/union. Student center there is run by campus administration; director reports to campus authorities. She thinks administration should have ultimate authority but management should include alumni students staff and faculty |
| Lots of activities--the Bear's Lair is doing poetry slams and a comedy night. Get people to feel like it's somewhere they live. People should actively participate--students need to be involved in the management. Also, it's good that students pay for it, have ownership. |
| See 1B |
| N/A |
| N/A |
| One Stop Shop. Easy access feeling of community lots of activities going on all the time. They need to work more on advertising what is available there. |
| If you think that it's a place to go, then that's a place that fosters community -- intellectual, administrative and cultural (Zellerbach). |
| People there willing to answer questions Mail drop Buy stamps/univ. stuff Comfortable furniture (that can move) Areas w/ diff. aesthetics reflecting diff. moods -- doesn't all look the same |
| Everybody's there doing their business Students and non-students together = community FOOD |
| Commercial/retail ops Food "It's got to be a destination" |
| n/a |
| It could optimize the possibility of what the ASUC could be. Student programs like CalCorps serve 8,000 students, but have unattractive space. Same with the multicultural centers. They could be showcased, and help guide the community. |
| A "built-in" (i.e., easy to attract and captivate) population of potential users/customers. In comparison to competing establishments, the Student center is strategically located cause it is on campus and physically closer the student population. Berkeley is unique in that it offers space to independent businesses but it might be wise to bring in corporate entities that automatically draw customers e.g., Starbucks, Jamba Juice. |
| UCB’s faculty is an untapped resource. Increased faculty involvement would provide mentoring relationships, promote safe, comfortable dialogue, and encourage conversations about why we (the students) are here and what we do. |
| Easy interaction with faculty. This student has a safe space in which to interact with faculty and wishes other student groups had the same opportunity. Faculty’s role is very important but dialogue with students not often initiated by them. |
| The diverse student population. |
| The diversity of the student population. (Suggestions follow.) Because of the size of the campus there is a lack of personal contact. The center should accommodate this diversity and the students' late hours (they study late a lot.) |
| Free speech cafe is an example of capatalizing on Cal's history. You could use historical information; photo's, running video's etc focusing on the different parts of Cal's history. These could include free speech movement, sports history (Big Game, Rose Bowl win), Loyalty oath, Hx of politics, research findings, Nobel Laureats, diversity including frontrunners in womens rights/participation, ethnic, racial and demographic diversity. Could have different areas devoted to each topic. |
| Student intelligence, initiative, activism, energy all should be supported and facilitated. There should be a professional manager with the knowledge and acumen to keep things running smoothly, but students should be trusted with much of the management direction and decisions. He offered the recent homecoming weekend as an example of an excellent student-run event. They will make some good decisions and some mistakes, but they will own all of it--especially if ASUC membership is voluntary as it once was. |
| The strength of student organizations, both in terms of level of participation and in terms of the wide variety of academic interests they represent. |
| See part 1 |
| 1. Using the Sproul area- it historically is the center of campus - close to financial aid, admissions, administration. 2. CAL's entrapenurial spirit. Use the creative spirit and energy to start new programs. This spirit should be captured in the space - a visioning space of what discoveries/research is going on on campus. |
| diversity, student energy intelligence inspiration. Students here are activists and that can be tapped for positive |
| There is an intellectual curiosity here, in faculty students and staff. Students here have sense of autonomy--a sense of ownership, dedication, that makes them partners. When a new center is designed this community as diverse as it is must be consulted and respected |
| Should be blended into UC administration, integrated. (I took her to mean more administrative control). Now there's an "us vs them" atitude, which is an obstacle to an ideal center that meets the needs of all at Cal, not just students. |
| We have a strong student government here, active. Students should do for themselves as much as possible--that is how they learn by doing, and how they engage, how they integrate. He goes to other campuses and gets 'Physical Plant Envy.' He wants students to run the place and pay for the place and organize the place, even if it's a mess. Better that way than a neat clean sterile place with no life. |
| Cal's tradition of independence is asset. There are two ways to set up programs: they can be "paternal", or you can let students set up their own. You learn by doing, so having students make decisions helps them learn and grow, which is what the student center should be about. "Have a few riots, they will learn." The downside of having students run things is that it can be a mess. The physical location of Sproul causes problems with the homeless; they lost the Student Info desk because they didn't want parents having to walk over homeless people as their first impression of the campus. Would need security to control that problem, but security would make the building less "homey". Maybe the student center should be in central campus somewhere. |
| Free speech. Play off of TV/Radio station in question 1. |
| 2) Cal's advantage is that it has a unique opportunity to do something innovative, to be experimental. The current state of the center provides that opportunity. |
| 2) Cal's best asset is "people". We have large numbers of students, faculty and staff who would go to center to "relate" , "mingle", "talk" "shop", "eat". A new university center would cause people to "want to come, right now it's simply a pass through". |
| Student Learning Center (SLC) at Cal. |
| uniqueness and dedicated staff. |
| BRAINS- Cal has so much going on to capitalize on. Showcase work being done at Cal. Can do things like the free speech cafe but showing other areas of campus and what they do. Involve faculty and different schools in making the center. |
| More active, people would feel more like part of a community. A lot of dialog, debate about hot issues. More student involvement with each other. Hope you won't see students out there on cell phones. Great discussions. Getting involved in political, cultural, spiritual stuff. Being part of a family. Need to think about making campus accessible to people of color, all Californians. Fun is allowed when you exist in masses--right now ethnic groups keep to themselves. |
| Tear down Chavez and Eshelmann -- they are eyesores leaving a negative footprint on prime real estate. |
| Statue of bear "really cool" Souveneir kiosk History/ pictures of campus Stature of Cal as #1 public university |
| Zellerbach Hall and playhouse -- the only large theater in this large metro mkt. That is why we are successful -- we are famous in our own right. |
| Location -- close to Southside Plaza is falback ctr of student life |
| Cal's extensive student leadership and activism opportunities, which can be pulled together in a center in order to better promote them. A center provides an opportunity to better compliment Cal's academic excellence via a more holistic approach to providing students with the life skills and post graduation focused services --along with the services that support students through their years at Cal. |
| Students' passion and committment through involving ASUC, Superb, Student Learning Center(SLC). Students want to be part of the process but right now they don't know where or how to 'plug-in.' Student opinion has not been institutionalized. |
| University Relations is key--need donors to fund design and architectural changes. A small group of people needs to claim it as their personal mission--donors, or else the Chancellor. |
| The necessary infrastructure already exists but requires: 1) a more "executive team" to envision and execute the new plan; 2) someone to coordinate and ensure that tasks are done no matter how may people and units are involved; 3) a system of "checks and balances"; visible coordination and management so that who is responsible for what is transparent. Respondent notes that the current approach/system requires too much effort and follow-up on the tenant user's part e.g, getting a leaky roof fixed takes years. |
| CAA; they can help students can gain valuable insight from alumni who want to share their experiences. |
| CAA promotes relationships with alumni who want to give back. They do that well. |
| CalCorps is helpful. The student center should offer leadership workshops for students. Sometimes the lack of communication between management and the student groups is frustrating. |
| (No specific organizations suggested.) Give student groups more office space. Form a committee of student representatives and give them a lot of “say” in the planning and structure of the center management. |
| Groups that primarily benefit students and ease access to information for students. Student govt, services currently located in Chavez (Barbara's units), OSL units, non-transactional student services(transactional units like financial aid, registrar, admissions etc should stay at Sproul), orientations, outreach programs, visitor center, food/cafe's, student performing space indoors for cultural events, dances, plays etc, student group meeting space, center for student leadership(place for faculty, staff, community leaders to meet and learn about leadership and service), pull in academic achievement program. Important to have like things close to each other (IE: Gender Equity close to Academic Student Development and Multicultural programs). |
| Nad doesn't think a one-stop shop is necessary or even a good idea. He thinks student services should be somewhere other than the campus social center. He says UCB tends to manage things in a dour way, managing Nad doesn't think ASUC/ASUC Auxiliary--the management entity of student organizations and social life--should be under Undergrad Administration or BAS--should report to the Chancellor or Vice Chancellor directly. |
| The Division of Undergraduate Education (i.e., Barbara Davis' office), Business and Administrative Services, ASUC, Undergraduate Affairs, ASUC, Career Center. |
| See part 1. Campus student services need not and should not be in same structure--can be off campus or elsewhere. Campus center should be a social hub, non academic. Students will use space to discuss their studies and spark networking and inspiration that helps their academics and careers. This will make Lower Sproul a center of student life and would attract partners (i.e. $$) |
| Christina Maslach: fac/staff and students trust her. Tom Devlin/career center: has used great ways to package and market to get money for projects. Meghan Voorhees: face that students know and trust. Troy Gilbert- has done a great job linking residence halls to faculty. Connections/intersections with a number of different groups that students trust. |
| The Dean of Students and OSL are critical. Cal has much diversity, not much of a common culture. A new student union could and should get people/students together, should inspire them to connect. |
| Multicultural and gender/equity groups are important activists in the sense of creating community. Need also to make a link with academics, ie BID Scholars? program. Faculty needs to sponsor classes especially for freshmen. Must be theater and arts. Counselling and education should be in satellites |
| OSL needs to be there along with all student organizations, everything in Eshleman, but should incorporate Alumni, and everything administered by Undergrad Education: a student learning center, Academic Advancement, Career Center. Though Registrar financial aid and cashier don't need to be in student center they should be in the same place. |
| He'd love to have movies etc but doesn't want a megaplex or mall--he wants people engaged and actively interacting. Needs theater, speakers, round tables. He thinks registration etc will soon be online and so doesn't see the need for a big one-stop student services center--wants student center to be social and stimulating, not administrative. Student center will always need to be brick and mortar. We need a place for commuting students like the open computing center. Staff involvement is also important in terms of training. There is a natural alliance between RSF and ASUC, should be integrated when managing a new student center. Should be a multi-purpose theater for film, drama, lectures--campus owned student run, not a commercial vendor. Need something like Cal Performances with a student focus. |
| A natural alliance is with recreational sports--have a workout center there. It would be great to have a theater; using Wheeler/the Greek is very expensive. But it can't be commercialized--the campus wouldn't allow "UA". CalPerformances is aimed more at alumni--students don't have access to many tickets. ASUC sponsors things like that Michael Moore visit. |
| 1. Gustavo Mata - he has started a student committee of 10 reps from each of the executive student offices and CalCorps to discuss exactly what this interview is about. They are now expanding and opening discussion to other people including Barbara Davis and Jodie Rouse. Their goal is to make a proposal and recommendation to the chancellor as well. Interviewee felt frustrated that LDP members were not bringing student representatives to the top 5 schools. 2. ECPC student committee members including Adam Cohen. |
| 3) The challenge for Cal is that a student center "cuts across so many support units" with different reporting lines and Cal is "so compartmentalized" --organizationally speaking. Supporting the center currently involves several major organizational units: Business and Administrative Services (reporting to H. Mitchell), Undergraduate Affairs (reporting to G. Padilla), Undergraduate Education (reporting to C. Maslach). And then there are units like Cal Performances who report directly to Paul Gray. The new management structure needs to be based on functions. Respondent mentioned the following options: · Assign a single control unit to manage or be responsible for the center. · Form a student center steering committee with representatives from all four or so control units. · Develop a unique structure. A single management unit that "manages horizontally as well as vertically". Something analogous to the Council of Academic Partners that Barbara Davis Chairs and which advises Christina Maslach or all matters pertaining to or affecting undergraduate education. The Council of Academic Partners brings together units from all over campus who have an interest or stake in developing undergraduate teaching --including graduate student instructor teaching--to share ideas, collaborate, and, most importantly, to take action. It sets policy and implements. A student center council should probably report directly to Paul Gray rather than to someone lower in the administrative structure. This council would have to be a "permanent, new organizational structure that "cuts across horizontally"; it should not be ad hoc or "by committee" as this would result in "issues of authority" and lack of vision or commitment to a long-tem vision or plan. A strong Chair and a council that is "action oriented" would be key to the success of such a council. · Maintain the status quo. Respondent adds that the council option would create a hybrid management structure that no other campus really has because although pieces of this kind of student center management approach exist at other universities, no one university currently uses the approach in its entirety. Moreover, Cal has missed the renovation phase that all other centers underwent it would be best to skip that phase and simply move on to something completely innovative. Cal should go to an altogether new center model that is bold both in design, thinking and managerial structure. The student center initiative is analogous to the campus' experience in the technology arena: by the time Cal got around to wiring the campus, wireless connections were on the horizon and it made no sense to make a huge investment on! |
| 3) Student affairs and student services units are the key because students are the more significant segment of our campus population. But the center should focus only on students, it should contain services or facilities that draw faculty and staff e.g. faculty "draws" might include rooms, areas where they can sit and meet with students. Not necessarily classroom space but rather meeting space where they can have "off-line" discussions. An environment that "appeals" to faculty --or even graduate student instructors (GSI's)-- is essential. "If GSI's at Boalt School of Law are meeting with their students at Café Zeb at Boalt Hall, where can GSI's from Spanish & Portuguese or other academic departments congregate with their students?" |
| SLC, Cal Core, ASUC (but shouldn't manage). |
| Eshelman Bldg. Need more office space. |
| Physical Plant is the support network for all buildings and grounds. Currently, Physical Plant supports the University, but many departments have developed their own "mini" physical plant operations through self funding. This de-centralization causes difficulties when major problems occur within buildings and campus physical plant is called in to assist. University PP do not always understand what modifications to the buildings the "mini" facility people have done and this creates overall problems. Interviewee feels centralized services are best. |
| ASUC and GSA are the key groups. |
| Career center L & S advising -- we need a more central campus location. This would also be good for other deans, b/c closer to their depts. Ancillary services (i.e., student suport) |
| Coffeehouse place for light eats/drink Internet access/book areas w. WIRELESS Diff. structures (individual and group) Effective use of space (e.g., accessible restrooms on each floor) Off campus access to parking garage (free from smells, crime, homeless, etc. -- these influence and affect ppl visiting campus) |
| Student Musical Activities -- attracts attention when groups play on plaza |
| Cafe env't WIRELESS Food Plasma TVs Movies/bowling? Link to Recreational Sports Facility? (possible model?) What students want v. what campus would like to take advantage of Student services Student Life involved to add value to/improve quality of student life |
| The obvious units are the student services units for they are key contributors on how to best meet student needs with a center. (e.g. The Student Learning Center, Gender & Equity, along with others). A revitalized center is an opportunity to pull together people who currently work in different areas of the campus to work reporting to the same Dean and thus work collaboratively rather than in the "disjointed" way in which student affairs work is currently accomplished. Respondent believes this "disjointedness" to be structural to a great extent. For example, the units on the 2nd and 3rd floor of Eshleman would draw a regular flow of students, were they in the union. As things stand, student groups housed in Eshleman have a "detached" relationship with the union. |
| Besides students, the staff from building operations, CalCorps, SLC director, Gender & Equity Resource Ctr, ASUC Auxiliary, as well as the administration. Create a more inclusive process, providing an opportunity to get people together and think outside of the box. |
| Her role is to create discussions, dialog, and bring people together. They are doing work around diversity--that's how the community could be expressed. |
| By facilitating travel abroad experiences that complement the student learning and development experience. By working even more collaboratively with the Study Abroad Program. By leveraging STA's position with vendors (i.e., travel carriers etc) on behalf of university travelers. By having more events, especially tabling events. Respondent notes that currently, tenants must have ASUC permission and must pay fees to hold their own tabling events. Being able to hold table events without fees and without ASUC permission would spur more "awareness-building" activities organized by tenants themselves. |
| Provide leadership training for students that they can bring back and share with their groups and other studentsto foster learning the environment. Educate users as to all the wonderful things happening on campus. Make certain the management team personnel interacting with students are kept informed about all the services that are available. |
| Find general activities to bring specialized and separate groups together. Use a common thread to attract diverse groups . Publicizing what is available through the center is key. The OSL does a lot of organizing and has a lot to offer, but many don’t know about it because of the size of the campus. |
| By working with the other student groups to better communication on campus. |
| The current organizational structure is too decentralized. Their group (DeCal) could help provide ideas to improve it. |
| It is part of the university's mission for my department to foster a sense of community at CAL. To be located in the space and easily accessible would help. |
| Parking improvements would help welcome campus guests and alum and help them get more involved in campus life. Alumni house was originally designed with a parking lot to make access conveninet for alum but this was never built, and the Sproul underground lot is usually full. |
| Career Services is the only academic support unit that addresses student needs from the freshman year and through the Ph.D. As such, it reaches the largest number of students. |
| Parking improvements would help welcome campus guests and alumni and help get them more involved in campus life. Alumni House was originally designed with an adjacent parking lot to make access convenient for alumni, but this was never built, and the Sproul underground lot is usually full. Alumni interaction with students is important. Parking space available for alumni visits and parent and other tours would make a more welcoming campus in general. |
| 1. To teach students how to be involved in community off campus we have to teach them to have a healthy community here. 2. Model student leadership with advisors: Leadership and Service Center. |
| In Bear's Lair it's even OK for under 21's most of the time, so it functions as one of the only one or two social centers on campus. |
| Via outreach,community building counselling example CARE, health matters, events classes discussions, even plays and events around health themes, STD's etc. Example: UC facilitates a coming out group. UHS could have an info center there. |
| Right now they can't share data with ASUC, it's convoluted and hard to do simple business. If OSL ran everything it would be more seamless, better communication and integration. Need more services online and need more money. |
| Wherever community exists at Cal it comes through the ASUC. We need more grad students/grad schools/professional schools involvement. He needs to learn more about how to draw them into the life of student center. |
| We already do. 400+ student groups--whatever community exists is already here as part of ASUC. He'd like to find ways to integrate grad students. |
| Have the space spread on shorter buildings to force interactions in bathroom/hallways (now with tall building, people take the elevator past colleagues on other floors and miss opportunities for interactions. If student groups see what student government is doing then it could increase the interactions, representation and diverse thought. It would also increase accountability of student government. |
| 4) To a large extent, Undergraduate Affairs already fosters a sense of community. We already have the "programs" that create a sense of community (e.g. all the programs in the Office of Student Life, at Cesar Chavez, the Bridges programs that provide services to underrepresented groups, a multi-cultural center, the Transfer, Re-entry program…). Respondent is not sure there's anything lacking or required at this point beyond creating the right kind of physical environment . |
| Teamwork and partnership with other student groups. |
| Everything is verey spread out, most services need to be in one place. |
| Supporting the whole building and ongoing operations. Without physical plant maintaining grounds, plumbing, roofing, electrical, HVAC, elevators, lighting, seating, blackboards etc the facilities would fall apart. |
| New graduate student orientation, empowerment of color conference. Grad student social lounge. Not necessarily to study, more like social. Like Harvard. Use union a lot for meetings, events. Teach-in in senate chambers last night is an example. New grad student receptions in Anthony--could have a space in MLK. Or smaller events, mixers. Lectures, panel discussions, symposiums. Grad student work--architecture dept could work on stuff for student center. Energy Resoruces Group could work on solar panels, sustainability. Community education, outreach, work with school of education. Use the work of the grad students. Business students, work on plan for Bears' Lair. Connect to public policy. |
| Not much that we could do Buy in from students would be much more convenient to create sense of community. We need a setup where students can get rid of their problems with adequate space and less bureaucracy -- an "administrative shopping mall". |
| Try to bring students to center of campus, esp. on weekends More dining space/options that flow from ideas of students as to what they want |
| We attract hundreds of thousands of ppl here for Univ. functions and arts events. We are the main draw for this section of campus. In a survey, the best known entity on UCB campus was Cal Performances |
| "Keep options open" UCPD benefits from location in Sproul Hall -- VISIBILITY Need UCPD in close proximity to union, but not necess. in it Look at programming and then see if it makes sense (e.g., is bldg. open 24/7?) Online service component (esp. parking/transportation) |
| Student life units have multiple venues for creating community but frequently have to route students to other locations for specialized advise or services because of the fragmented approach to providing student services. Within the context of a new university center, the fragmentation can be reduced by locating services more centrally and through a philosophically cohesive approach to how services are offered. It will be possible to provide student service more collaboratively and without duplication of effort. For example, in the current setting, ASUC provides students with funding and a little bit of advise on how to accomplish their activities. However, most of that advise is offered by the Office of Student Life staff. The result is that student groups have to collect information, for the same event or activity, from 2 or 3 units located in locations that are distant from each other. The current system is too bureaucratic in its approach. |
| Through their ability to "bring students in." They have a good sense of the reasons students would want to come to a center. They would make sure the resources students want and need are available. |
| Don't really interact with it. |
| Not much interaction with it. Mostly with the OSL when starting student groups. |
| The current structure does not make it easy to get anything done. The process is too decentralized. |
| The current management structure might be sub-groups assigned responsibilities; but it is not working well. It is difficult to get things done and that does not help to create a sense of community. |
| Mixed management of several buildings and units. Some report to ASUC, some to Barbara Davis, some to Karen Kenney, etc. Not great structure because so mixed. No main vision. No ultimate authority. |
| ????What is the current management structure? - not clear. What is considered the current "student center" we don't really have one. Chavez, Eschelman, MLK and Sproul 4 different spaces and not managed together. |
| They have contact with ASUC Auxiliary almost every day. Custodians work for ASUC and tenants don't have so much say; can't fire them or manage them. The building design affects their operation--one fire alarm serves the whole building and must be cleared every time alarm goes off. |
| Have interacted via booking meeting rooms, finds them very open to accomodating groups other than ones native to Eshleman. She finds groups and ASUC Auxiliary pro-collaboration, cooperative, there's a 'cross organizational generosity. |
| P&T is important to the success of any new entity. |
| Director of ASUC should report to Vice Chancellor of UA at least, or Chancellor. Needs a professional director to facilitate. At UCLA their equivalent of Scholar's Workstation is part of ASUC, brings more revenue. |
| When the university and ASUC signed their agreement in 1998, they forgot about management of the student union. It could use someone dedicated--a campus center director. Most campuses have an undergraduate affairs vice chancellor, everywhere except here and UCLA. There's an aversion to major brands here, and the mom+pop operations (Heavenly Healthy) don't make much money. At UCLA, student union is combined with computer store. Arizona, it also has food services for the whole campus. |
| see below |
| 5) Respondent sits on the Auxiliary Store Operations Board (SOB), along with Victoria Harrison, 2 emeriti faculty from the Haas School of Business and Ron Coley and six students -- 4 undergrads and 2 grads. The SOB oversees the Bookstore, the Pub, Cal Lodge and all of the other commercial enterprises. The university administrator membership is pretty constant but the student membership changes as frequently as yearly. Note: approximately 7 years ago, the University and the ASUC signed a "settlement agreement" that very specifically spells out the relationship between these two parties. The SOB is part of BAS but the Office of Student Affairs advises the ASUC executives. Consequently, there's very little "horizontal connection" with Karen Kinney and Padilla. It makes to sense to have the SOB under BAS, it should be part of Karen Kinney's office and therefore under Vice Provost Genaro Padilla. The horizontal structure and relationships that need to occur just don't work under the existing reporting structure! The SOB needs to be moved! The SOB itself works well. Having a mixed student/membership membership, with students in the majority, informs the Board's decision-making. The downside is that the Board has struggled to clarify its role, and to move from the day-to-day operational issues and concerns to that of policymaking and long-term strategic planning. The current Director is overloaded and has struggled with the complexities of the Auxiliary and the personnel issues he inherited as a result of the ASUC/University "merger". Many of the employees he inherited are employees who have been here 20 years or more and are set in their ways of thinking and doing things. The center "needs a differentiated" management structure that can deal with the specifics of risk management, environmental health and safety, etc., versus the revenue generation, and other business concerns. Note: the settlement agreement is in effect in perpetuity and changes to it require bilateral agreement. It has very specific language and will represent definite constraints. |
| 5) Respondent not all that familiar with how the center is currently administered. She knows a little about the ASUC Auxiliary and the Store Operations Board but what she knows, she knows "anecdotally" only. She knows that students like it because they are a majority on the Board. She knows students also have their own operations group to make space allocation decisions for Eshleman --and probably MLK. Respondent thinks that any structure that is eventually created will be successful if it follows the Store Operations Board Model, with its student majority. The problem with this model is the frequent student turnover that occurs with almost every annual election. |
| Doesn't have a good management structure. There should be more student involvement. ASUC is not organized well, not responsive to student's needs, lack of adequate space. Faculty also need to be involved. |
| ASUC is not a good management structure. ASUC owns most of the the bldgs. on lower Sproul. |
| Doesn't have a clear understanding of the management structure. Only knows Tom Cordi and Hal from OSL. |
| Facilities--really good people in ASUX Auxiliary. Advising, great advisors. Overworked, but great. Reservations and things, great for student governments to be able to put on events. Publications. Budget surplus every year--great GSA advisor. Tom Cordi in awkward position. Chavez, great people working in gender and euity resource center. not great space in CHavez. OSL, fairly easy to reserve lower and upper sproul. Handle all tabling. But can only reserve space from 12-1 and 5-7. Has to be a place that can have ongoing events all the time. |
| "Nothing I can put my thumb on" |
| Not familiar N/A |
| Student focused -- joint governance Balance b/t student focus and commercial needs (to fund student programming) Student input into mgmnt. |
| The current management structure is now well positioned to collaborate with staff in planning dances and polling. (Student Life is sometimes called in to consult with center staff on other major events as well). Success has been achieved because Student Life staff and center staff sat down together to design procedures on how to support students in doing dances. However, this has evolved by necessity and as a reactive response. )This collaboration has almost become a standing committee structure.) According to the respondent, that which works about the current structure works because there are some very dedicated staff who truly support what students are trying to do. This too is key. Center management and staff face a real challenge in having to work with a student government leadership that changes as frequently as annually. Respondent credits the student government structure for overcoming their challenges as they became an auxiliary and worked through their budget deficits. Respondent thinks this is an example of notable success. |
| See next comment. |
| Don't know much about the current management structure. It's bits and pieces of management. A positive characteristic is that there's a realization that people have to cooperate to get things done, because so many groups are involved right now in organizing any large event. There have to be diplomatic relations, building on cooperation. |
| The "day-to-day necessaties team" i.e., Tom Baker, ASUC-Building Operations at MLK J. Student Union. Respondent notes that his contact w/ other components of management is limited and that the process for interacting or working with management is neither clear, efficient nor timely. Information on the process is not readily available. There seem to be no resources for tenants, nor does there seem to be a defined hierarchy. He admits it may be there, but it's not visible to tenants. |
| No interaction. |
| n/a |
| n/a |
| n/a |
| MLK and Eschelman work well because the primary tenants are managed by ASUC and they are the ones who use the space. Chavez tenants primarily report to Barbara Davis and they have a building manager that manages that facility even with multiple units in it. |
| Partnership at ASUC Auxiliary with a professional manager and student officers/employees/ group managers is good--need something like this for new center. UC manages facility but students run operations/activities. Student self-management is vital but should have a professional facilitator who provides skill, acumen, continuity for student ambitions and projects. |
| Positive space for student groups to feel ownership and intersect with each other. Student groups need space! |
| Bear's Lair has a cooperative relationship with the other lessees in the space in King. They all share the same space somewhat and need to cooperate on many practical issues. The administration at UC mainly issues edicts and makes rules, but does not interact with them regularly. John is a member of the bookstore operations board that meets regularly to discuss management issues in King/bookstore space. Getting their remodel and set up done was a good example of collaboration. Tom Cordi was/is an inspired thinker, cares about students and their agenda. He's interested in Bear's Lair success. |
| Students don't think of things in terms of organizational structure (as UC faculty and staff do); they think of things in terms of topics. Management structure of a student center should take this into account and perhaps organize things by topic rather than by reporting line or org chart. In terms of topics much at Cal is spread out, administered by different entities. Services and resources should be presented to students in terms of topic. |
| A flat management structure is best, makes things happen quickly and efficiently, reduces obstacles. ASUC auxiliary is good idea--reduces we/they split--but she thinks ASUC Auxiliary should administer and not just advise. She thinks it's disfunctional that student business reports to BAS, student groups report to OSL--a completely different Vice Chancellor. Should be just one boss of all student stuff--and better to be a student life type than BAS type. |
| Remember Berkeley culture--there will be rebellion against McDonald's, Wendy's, Starbucks. Need revenue but it needs to be more 'homegrown' without brands. Bear's Lair is improving the quality of community, but existing building isn't enough. |
| ASUC Auxiliary is the management structure, but ASUC is in charge. Office of Student Life provides the rules, ASUC gives you money. If you combine the organizations, can one organization play both roles? Students wouldn't go for it. (No on 54 controversy an example of something that wouldn't have happened if OSL was overseeing). |
| Students control allocation of space for student groups. |
| None. Politics gets in the way of everything. |
| Student involvement |
| ? |
| Nice space to get food |
| The staff of ASUC Auxiliary; they understand that they are there for the students and are accountable to the students. He appreciates the fact that the Auxiliary is accessible and that they make students feel heard. |
| Setting policy for use of the Pauley Ballroom: brought in community members, many stakeholders. Eventually got to a solution they all could agree on. Worked out with public input. Also, the redesign of the lower food court. |
| "CalTopia" a tabling event respondent thinks was mounted by the ASUC bookstore and to which all tenants were invited. Respondent urges ASUC to organize more of these type of events. He also notes that tenants find the fees for organizing these events themselves prohibitive. |
| No interaction. |
| n/a |
| n/a |
| n/a |
| Not Answered...? see above |
| While service has improved over the last five years, the "success" is that they have eventually listened to our detailed specifications of what we need or expect as customers. However, we shouldn't have to tell them this. We have the same customer relationship with them that conference facility users have with hotels that provide conference facilities; we expect the standard level of support. They need to operate on a business model. Customer service has to be primary even if that means abandoning the 9-5 service model. In order to re-conceptualize the student center, we need to break away from the Berkeley cultural mentality. |
| Recent homecoming was student organized and run and was a big success. RSF runs well and manages money for maintenance well and is another good model for a new center management structure. ASUC Auxiliary is right idea but should not be under too many layers of administration between ASUC Auxiliary president and Chancellor--definitely should not be under Dean of Students/UA nor BAS--their main interest is too 'dour'--too much focused on money or discipline or preventing problems, not on providing resources for exciting engaging activities. If there is sufficient interest on the part of students there will be sufficient money for the operation. Example: UCLA |
| 1. Chavez: where multicultural student development, gender equity, disability and student learning programs(tutoring) are all together is great. They have some kinks to work out and could be a model/pilot on how it works. 2. Wonders if student groups get more done because they actually have space. |
| Just for Bear's Lair to be there is a victory-there wouldn't be a pub there if ASUC was administred by UC and not students. Pub has been there since '62; before that was elsewhere on campus. For years there was a one-mile rule--no bars or booze sales within one mile of campus. Was a city law. |
| Books in a box program was good--could order books online and pick them all up in one stop. |
| OSL sees themselves as boss with rules and authority, ASUC Auxiliary as facilitator, but there is a struggle between ASUC Auxiliary with management and ASUC with money and power. Can a student center managment structure unite both in one? |
| Empowering students to have flexibility to allocate space depending on who is elected- to fit the agenda for that year. |
| None |
| None |
| ? |
| Not much interaction w/ complex |
| He thinks highly of the building operations staff, and appreciates their ability to keep things going on a tight budget. |
| They interact with everybody all the time, except the career center (they're not part of the center now, but want to be). Many reasons, lots of different projects. |
| Respondents interactions with the current management team are on a "need-basis" only. Respondent mentioned seeing management team members to occasional "walk-arounds" but doesn't have regular meetings or contact with tenants. |
| No interaction. |
| n/a |
| n/a |
| n/a |
| In MLK, my units help student groups carry out projects/programs in the union. Physically, we have some units located in Chavez and work informally with Barbara (no direct reporting lines or regularly scheduled meetings). My unit works with Tom Cordi related to student groups. |
| Career Services is one of the highest volume users of the MLK Student Union facilities, spending thousands of dollars in facilities use fees to bring thousands of off campus visitors (mainly employers) to the campus. |
| There's no 'there' there at Lower Sproul now. P&T have to interact with a number of different entities to get anything done there. Everyone wants to be a discrete entitiy, independent with full authority, no requirment to cooperate--balkanized. Cal Performances wants to be separate, ASUC wants to be separate, own constituencies and agendas. Need to foster cooperation. |
| CAL corps is a unique office where almost 1/2 funding from ASUC and 1/2 from University - University office with lots of resources from ASUC. They intersect around facilities etc. They try to develop connections between groups. Trying to move more towards social education than political power struggles. CAL corps is in OSL, but has a real educational mission and works with Barbara Davis's group as well as faculty alot. |
| It is very hard to run business on an academic calendar--there are big breaks in December and summer when there are few if any customers. Student workers have other agendas and responsibilities and can be hard to nail down at finals time etc. Physical Plant issues are very difficult for them, mostly because of lack of $$. They've not had heat in there for two years, plus. ASUC has no $$ to fix system. They work well with UCPD. Bear's Lair spent a lot of money and time designing with architects a nice outdoor area that would have expanded the visibility of eating/socializing on L Sproul. Would have been built with money ASUC raised but admin nixed it because they wanted Development to have complete control over all campus fundraising. There are frequent political blockages to successful business operation and innovation. |
| She meets with ASUC once a year, and the Ombuds office. |
| They would be in charge of parts. IE: auditorium controlled by students - would have built in amenities to help gain fiscal independance and generate future income. They could bring in speakers etc, rent space to university. |
| Very spread out and not organized well |
| N/A |
| 19900 is state funded units. Other units are recharge. Revenue generating units have no state funding. Some of those units hire their own "mini" facilities departments to do "light maintainance" like painting and locks. MLK and Eschelman are like that and their own people do some of the work, but overall, Physical Plant has to do the major work. This is where her unit interacts with current management. |
| GSA President on store operations board. Elected chair--kicked off for political reasons, but will be back. Resources, events provided through ASUC auxiliary. Maintenance. Advisor is amazing. Full-time manager, funding advisor. Reservations are effective. Students usually have priority. OSL, mostly reserving upper sproul. Grad student groups register with OSL. Duplication of services--why is OSL involved? |
| N/A Complex needs to use footprint more effectively. |
| We don't |
| All the time (crime issues, event planning, safety. access, security. etc.) |
| A example of successful collaboration is the Store Board (composed of 6 students, 3 admin., 2 faculty and Tom Cordi). They hear each other out and make some progress, but it's okay to have differing opinions. Students don't feel marginalized on this board as on other committees that have less student representation. |
| They do a ton of stuff with Office of Student Life. A good example would be the Israeli/Palestinian film series last fall. OSL was really supportive. The idea was to increase venues for dialog/discussion about Middle East issues. The event went very smoothly, no fighting and shouting, everyone was heard. A lot of political wrangling to get there. |
| Respondent gets few opportunities to work directly with management. Respondent has mentioned a few ideas to management and he thinks one of them is in the works but not yet complete. |
| No interaction. |
| n/a |
| n/a |
| n/a |
| No Management Team for the whole structure. Good relations with the informal team members (Tom, Barbara). |
| n/a |
| Collaborated with ASUC to work toward a larger vision of student leadership and service. Through this collaboration, ASUC has raised funding for Cal Corps student groups from ASUC $25,000 to $50,000. ASUC remodeled their space for free. Maintain healthy relations with students and ASUC. |
| ASUC officers are known to them but don't interact much directly. He would like to see the pub student run, with a professional manager facilitating that. He'd like to see more student involvement in the day to day operation of the pub. They even find it difficult to hire all student workers as they'd like to--they have to have some outside employees. |
| For large event that was held at Edwards Stadium, Karen Kenney's office helped contact the CHancellors office for sponsorship. |
| N/A |
| N/A |
| No major projects with Tom Cordi, but recently set up contract for physical plant to cover preventative maintainance for the buildings. |
| Solar panels on roof of MLK, great collaboration, huge victory. More of that in terms of sustainability. Collaboration with ASUC auxiliary manager is great. Student-friendly. Student advisior (SAO III). |
| We have rented ballroom space in past and had good events |
| Event planning Access control system in Eshelmann |
| See previous comment about the Store Board. |
| Don't have meny examples; not involved in day-to-day management. One example would be the Pauley Ballroom agreement mentioned above. |
| N/A respondent has no idea how the current process works. |
| n/a |
| n/a |
| n/a |
| n/a |
| "Superb" - a program of ASUC- does a good job organizing noon concerts and selected events at Pauley. ASUC programs on campus. |
| n/a |
| RSF, homecoming. Center of student life has moved to RSF where students hang out socialize meet. Because it's nice modern and functional. |
| Student groups successfully use the space to do work. |
| The most successful center will come when students are treated as partners rather than stakeholders--must have some power and authority. They need to see through action that their ideas are heard and implemented. They have to be at the table through all phases of the process of design both physical and organizational. |
| Student boards and referenda, UHS, the fee referenda for P&T and RSF. |
| Students paid for replacement of MLK roof and installed solar electricity panels there, no one else at UC has done that. ASUC Auxiliary helped with grant writing etc. People must be engaged. Every event in Pauley is run by students. "I could give hundreds, thousands of examples." ASUC ball, raves, they almost had one of the gubernatorial debates, solar forum. Student interested in the subject set up good programs. |
| Every event in Pauley Balroom is run by students; ASUC Auxiliary just provides space. Had a solar teach-in, got faculty and community members involved. |
| The 7th floor of Eschelman. Students invite and arrange speakers. Ballroom events - science, cultural. |
| 6) The Auxiliary Board (i.e., the SOB) is an excellent example. The board has had very good students. The students have come to appreciate the University's contributions and the Director's role and contributions. One specific example that illustrates the student's successful contributions on the Board is the renovation of the Bear's Lair and the thoughtful consideration that went into examining the question of increasing revenues by putting "Chains" (i.e., well known, corporate entities) in the food court. All profits go to the ASUC and are used to support student groups but the students made a socially conscious decision to sacrifice profits in order to support independent, family-owned businesses. Without the students on the Board, others on the Board would have done exactly the opposite. The bookstore contract is another example. The Board considered giving the store management contract to Barnes and Noble but gave it to Follet instead, thereby calling attention to the "sweatshop" issue and the social responsibility aspect of running a business. Similarly, the students on the board called attention to Coca-Cola's, with whom the university has vending machine contracts, union busting practices in Colombia. |
| 6) See response to question #5. |
| Cal Core is a good organization. They offer leadership workshops, career center is untapped because students don't know the resources available to them. |
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| Student leadership shuolld be at forefront of buringing students together, what it's going to be like, how it will be used. Talking to big groups of students about it. Operating, should be student staff. Managing--students should play key role in managing student center. If you want to get rid of ASUC Auxiliary, should go back to the way it was in early 90s, ASUC totally in charge. How to keep management consistent is a big topic, too big for interview. |
| Not really sure -- focus groups? |
| Kosher food items |
| Involved now, like Eshelmann in better and more integrated facilities |
| May be interest in facility from faculty, staff, community, but 1st and foremost need is that of students |
| The most visible and easily identifiable example of student user participation is the use of students to staff center operations and the employment opportunities this affords students. This gives students high visibility within the union. Student's high usage of meeting spaces is also a good example. The fact that they pay no fee to use center space is key to high usage by students. Per respondent, "there are a variety of ways to solicit this input from students, faculty, staff and community: email surveys, focus groups, a combination of users serving on a planning / advisory committee, a campus town hall meeting, student group surveys completed at orientations, etc...." |
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| It was important to have all the right people at the table. Everyone allowed to speak frankly. It took longer, but that's what made it effective. |
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| Students design, develop the plan for what the program will be and work with the auxilliary staff to make it work. |
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| Students involved in something they created, something they want. They have ownership ideas energy and will create something exciting for them if offered the facilitation and reources. |
| Students feel ownership. Entrusted. The culture that students can do anythinghelps propel them to do good work. |
| In order to make this work you may need to seek out students who are not normally represented, visible. Look for the 'gatekeepers' i n a given community or group, the ones who are well connected and respected but who may not always be in a formal leadership role. Example: Committee on Student Fees looks at recommendations after looking at several organizatons and departments each year. |
| These focus groups with similar interests on a topic. |
| Student energy is critical to the success of any student center. Student management is critical to student energy, especially here at UC. |
| Good programming. |
| Organized well. Able to have venue at low cost. Don't have to worry about fundraising. |
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| Current users commen on how space is used |
| Diversity -- input solicited from students as to what they want We need to hear what students are asking for and provide or else explain why not possible Student buy-in |
| ASUC should be involved in student center -- just like Student Musical Activities |
| Working closely w/ students |
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| Top-down. |
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| ????? Question did not make sense at the time. |
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| Students had the ideas and energy already but need only an atmosphere of support and encouragement to carry it off. |
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| We must involve students in helping figure out the mission of the place, not just the form. The relationship of students to the project design has to be figured out before you can design the project or administrative structure. Once that is clear the structure will be much clearer. |
| Publicity. |
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| Focus groups. |
| Numbers -- if students come in and use center, they are getting what they want and need Word of mouth then spreads, even to other campuses |
| Meetings |
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| There needs to be a broader process. Currently it's really focused on student services. A top-down approach could come from the Chancellor or academic senate. It should be inclusive, but more structured. Perhaps the chancellor could appoint people to positions, but get input from the community. People need avenues to be heard; they should at least be able to get their values represented in the design of the center and the buildings. |
| Built-in mechanisms for giving feedback to management. Respondent noted that he's not aware of any such mechanisms existing now. |
| Form an advisory board of student leaders on campus. Have regular meetings to impart information that they can take back and share with the other students. |
| Meet with student representatives once each semester to get the latest information about how things work and what is available to pass on to the others. That would be a good starting point. |
| Create a management structure that is visible and defined, and the apparent lack of organization would diminish. |
| The students should be involved in all phases—planning, operating and managing—of the center. They could help to create a structure that involves students and provides educational opportunities where they can gain experience in management. Currently there is too much micro-management by the ASUC. It gets bogged down with fiscal details and it is hard to get resolution of issues. |
| Advisory Board: when the RSF was built they had an advisory board that included faculty, staff and student users. They met with the director and advised about many issues. This interviewee felt it would be important to have such an advisory board. |
| Users shouldn't be the primary individuals determining how a center should be managed. Users should have the ability to influence decisions not make them. A university center facility should be run by professionals and management should dovetail w/ a student advisory board. Management needs a continuous stream of data to examine and shape student demand. Student input should be more representative and the data that drives decisions should be statistically significant or meaningful. Respondent added that "ASUC is not representative" and that "their representation of the student body is archaic". |
| Campus previously provided mentorship; staff that filled this role was eliminated due to lack of $$. ASUC stepped up to fill these roles itself but campus did not always approve of their methods,choices. Campus is now trying to rebuild trust but this won't work without genuine support, not paternalism. Students should be treated as customers, partners, rather than problems, a necessary evil. Students must be allowed to make decisions and mistakes. |
| Bring representatives from all stakeholders together and EMPOWER those groups to make decisions (Authority). Group more than individual authority. |
| Goal should be integration and shared governance. She would look at existing administration student partnerships for cues to success. She would also look at structures in other entities that must manage themselves within a diverse and collaborative framework: non profits, public sector entities and partnerships. Students must be involved from scratch. |
| Students must help administration focus on what they want, via boards and referenda, focus groups. She likes UCLA Model--1/2 student 1/2 administration |
| Make sure the community is involved and engaged. |
| Student users need to have >50% stake/control in managing space for students. " there needs to be student space that students have full control over or a referrenda for funding won't pass". |
| 7) Similar to how they currently do via the Store Operations Board as per the "Settlement Agreement". Students are absolutely critical to the management of the center. They should be on any apparatus that's generated. In other words, any new management structure should be a "partnership" where each side gets to contribute something but students should "prevail". They're intelligent, thoughtful, independent thinkers who listen carefully to both sides on an issue and change their opinion based on the pros and cons of issues. The Board has never seen "monolithic" or "block" voting determined by who you are. Decisions are driven by independent thinking on both sides. |
| 7) A committee or group consisting of a majority of students and a minority of administrators to determine how to use the center in terms of space, services, etc. |
| Student involvement, faculty involvement. Define roles and good communicationm skills. |
| Students need to feel included. They can contribute. |
| Board with representatives from all units (fac/staff/students/community). |
| Mange from top down, not bottom up |
| Focus groups Keep community abreast of what is heard and what is going on -- be less secretive Quarterly newsletters E-mail |
| Don't know beyond my org's stake in it |
| Look at model of ASUC store operations committee Programming cmtee clear charter mixed membership maint/ops/priorities |
| The most visible and easily identifiable example of student user participation is the use of students to staff center operations and the employment opportunities this affords students. This gives students high visibility within the union. Student's high usage of meeting spaces is also a good example. The fact that they pay no fee to use center space is key to high usage by students. Per respondent, "there are a variety of ways to solicit this input from students, faculty, staff and community: email surveys, focus groups, a combination of users serving on a planning / advisory committee, a campus town hall meeting, student group surveys completed at orientations, etc...." |
| Through a more participatory style of management - something he feels the ASUC Auxiliary does well. Students would contribute a great deal if given the chance. |
| Successful partnership with the city. There's a new infrastructure to introduce topics related to the "campus edge." |
| Respondent not aware of any. Caltopia was supposed draw local residents but respondent doesn't know how this was arranged or pursued. |
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| 1. Safe Student Housing Program (smoke alarms in apartments and brochures on safety in apartment living. It had a "greater good goal" and did not have to do with politics. 2. Cal Corps programs with the community- internship programs. |
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| 1. Cal and Berkeley internship program - small. Placed 50 students into city depts and school districts where they worked on big picture/policy projects. (The students were also involved in political science class). 2. AI process that Cla went through with city. 100 key staff at city and university were led through AI process. Very positive experience that good projects came from. |
| Not sure... Telegraph Ave Association & city don't have much interest in managing the operation unless something goes wrong--they are up in arms if a window is broken but don't want to be involved in the politics day to day--different agenda. Downtown Berkeley Assn He tried at one point to solicit involvement from city and association entities but they have different agendas from the University. |
| We may want to make space available for entities that reside in the center but aren't UC or student funded. Example: anonymous HIV testing sponsored on UC by city of Berkeley. Non profits sometimes have better access to a certain community than UC departments or student organizations might. Example: Asian Health Services has better access to Asian LGBT students. |
| She can't think of any good examples |
| There's a lot of tension. Relations are very strained. There have been protests, riots, vandalism. He would love more dances but riots have happened on Telegraph. Any kind of Hip Hop event draws the police and there's trouble. There is a lot of tension between Berkeley High and Richmond, and many of those students come to UC events and cause trouble. There have been shootings and rapes, even one murder in Eshleman. |
| Tremendous tension with the city of Berkeley. History of protests and riots. Would like to have more dances, but community protests and blocks efforts. Berkeley PD hates hip-hop concerts, somewhat racial, but can't blame the Yogurt Park guy for being pissed when his window gets broken. They've had shootings, muggings, rapes, murders. Have to bring the community in during the planning process. |
| Executive officers who work with the city/community board meetings. Appoints people to committees. UC Student Association. |
| The Telegraph Avenue Association, a merchants association on which the Student Union Director sits, is one example. The Student Union Director and the University have tried to engage with the local merchants but it's a difficult relationship. The merchants blame the university for the large scale looting that has taken place in the past. Berkeley's town/gown relationship relationships are the worst in the nation". |
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| 1. Cal clean-up day. Yearly students and city of Berkeley clean up campus and telegraph ave. Physical Plant has to make sure there is equipment and refuse containers available. The participants get lunch and a t-shirt. 2. The city collaborated with the University to develop Addison street. |
| Empowerment of Color conference, community members on planning committee. Annual event, 19 years now. GSA event. Community members bring ideas--it's a working group. Last night, had teach-in on freezing fee increases, community organizations, non-profits, worked with grad students and undergrads. Prison spending prioritized over education spending. Food, working with vendors. |
| None -- I though relationship was antagonistic |
| Not so good -- Univ. steamrolls over thing sin getting things done (from residents' perspectives) Need new, honest approach |
| Not much, unfortunately |
| Parking issues Pauley ballroom/Dance policy Telegraph Ave. Ass'n Emergency Planning |
| "The campus has recruited Berkeley officials and neighboring associations to participate in committees and taskforces to collaborate on topics that impact both the campus and bordering communities - People's Park, Capital Projects (stadium), Dance Policy, addressing issues within the Greek community and their residences..." |
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| It's key to have a team of the same people over time. They can work with the city and school districts, look at how budget decisions get made. Help people understand how the campus interacts with the city, how they help each other. Need subject experts to help plan events. Part of the effort involved using Appreciative Inquiry methods of survey. Build on successes. |
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| When possible decrease politics and have a common vision for the greater good. Higher goals need to be really clear in mission/vision. IE: create/maintain community be first and foremost in mind for all decisions. |
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| met both city and student needs. |
| As a business, he would prefer to be more physically integrated with the scene on Telegraph rather than visually and physically and conceptually isolated from it. Does not fear competition as each entity serves a different group/clientele. Current setup gives the impression of 'students only' and alienates others, puts UC operation at odds with Telegraph merchants. |
| She would love to see a UC/community partnership looking at risky alcohol use at Cal, that would work with both campus groups/Greeks/ and Telegrapph Ave to help establish a culture of sensible drinking and support for help. Would support UC's academic mission. |
| She can't think of any good examples |
| Homeless on Telegraph a big problem--affects way Eshleman looks and runs--must be very attentive to security and makes maintenance very expensive. This must be planned for as Eshleman is on edge of campus and likely to stay there. Can't design in couches lounges like other places as they'll get trashed, stolen, people will live there. We need boards with community input but not domination. Boards should be advisory. |
| Community boards. Community needs to participate, but not dominate. Include them in an advisory capacity. |
| Not area of expertise. |
| Over the years, "the campus has tried really, really hard to accommodate the Telegraph Avenue Association but they won't ever be satisfied. Being accommodating and deferential is a strategy that hasn't worked and to which they won't be responsive". The campus has learned to avoid certain City Council Members (who shall remain nameless). The campus has also learned "that politics will prevail no matter what we do" but "there are some well meaning people" with whom we can work. More importantly, that we "don't want the City of Berkeley or the Telegraph Avenue Association on our student/university center management team". |
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| ? |
| Constituency that you're prioritizing needs to have a lead role, but all different stakeholders need to be involved. Direction should come from students. Development of student leadership as part of developing student center. Way behind in the race--Managers need to take a step back, be in advising role, let students give vision. |
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| City govn't Small businesses Form new rel'ships w/ students -- need overlaps |
| Nothing -- instructive as to how NOT to do things in future |
| Get all ppl in room together and attempt to get their perspectives |
| "The best of those joint efforts creates community and positive working relationships in building a center, allowing neighboring businesses and residents, as well as officials, will create some buy-in and also lend the perspective of those off campus in successfully designing a center that meets the needs of all stakeholders as much as possible. Involving them also lends the perspective in reverse to create an understanding amongst the Berkeley community of the goals and purpose of the center. It may also increase collaborations amongst the students and local merchants." |
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| Need a staff-to-staff working group, with outreach to the community. It doesn't have to go through the city process--sometimes you can work around it. If the roof of Caeser Chavez is of architectural significance, demolish the rest of the building and put the roof on top of the new building. |
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| They have to. Police, parking and transportation, Telegraph Association, Event managment, community affairs (probably more) should meet one time per month. |
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| City entities--City of Berkeley, Telegraph Ave Assn--should be invited to occasional board meetings that apply to them--they should not be standing members of committees of any kind. We should try to establish and maintain cordial and open relations with them, but their interests are very narrowly defined. |
| The city has to be involved in the conversations! |
| Will be difficult but community should be involved on advisory boards for some aspects |
| Start from scratch; contact city and merchants early in the process to ask for their input. There is now much perceived arrogance on the part of city and merchants re UCB. She used to see more of this sort of consultation but not so much any more--business leaders' input needs to be solicited. There should be a standing dialogue. There should be complete removal of architectural barriers between Sproul and city; should consult with city planners when they design a building. |
| Lower Sproul needs to be an open plaza but needs to be full of events and attractions that change. |
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| The campus has attempted to collaborate with the City and the merchants on the idea of "integrating the southside area and the university center" and framing the relationship in terms of "a mall like concept" of which both the university and the merchants are part. |
| 10) The primary collaboration that would have to exist with the City of Berkeley would have to be some sort of collaboration with the Telegraph Merchants Association and an approach or plan that seeks to not take business away from them. The University center needs to have a mix of complementary and competitive services so that we don't avoid competition altogether but we also aren't in direct competition with them on every service. There buy-in can be gained if our services draw customers for them as well. |
| Similarly to the Addison renovation. Communication. |
| Would be good if they could. Don't need to cater to merchant's association. Maybe don't have student center right at telegraph, center of campus. Pros and cons. |
| Don't know enough about Berkeley politics |
| Nothing comes to mind |
| I don't know -- beyond my scope of understanding |
| More to be had Difficulty here -- possible threat to Southside merchants from a great student union -- need to show them the benefit (e.g., conferences, etc.) |
| See response to # 9. |
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| Cooperation already exists, though it may be unacknowledged. Even on a decentralized campus, management must be endorsed from the top down. Anyone on campus must feel included. We'll need to see changes; ASUC can't keep doing it the way it's doing it. Show them it's beneficial to them to do it in a different way. Could make more money, they're hurting now. Students do have a good model, but no top-down support. Idea for expanding retail; expand street vendors into the new student center. It's possible to expand retail even if you keep out chains. Wouldn't people like to see Cody's on campus? |
| That a "sit and hold" strategy that doesn't include a forward looking approach is not working optimally. |
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| 1. Store Operations Board: students, faculty, staff help to make policy, fiscal and other decisions (hours of operations etc). 2. The transfer/re-entry student area: a space that people feel comfortable, hang out, use computers and do projects etc. |
| That: a) it is vital to look and think beyond the Berkeley campus community. The city community for example (i.e., employers) is a big stakeholder in the center. They have a very different expectation about how business is conducted and they represent a tremendous revenue stream; b) Imposing facility use fees on registration fee supported service units makes no sense and is in fact "double-dipping". When a service unit that is funded by student registration fees --and that is serving students-- has to pay to use the student union facilities, that unit is left with having to cut other services to students in order to afford the fees. The result is an unintended disservice to students. The other possible and frequent result is that the fees are viewed as a barrier that encourages student service units to opt for less costly non-student union facilities. The student center needs be a "magnet" that attracts users rather than "repel" them; c) A center needs to offer a balanced mix of permanent facility spaces and "in-and-out" spaces. It should have conference center capacity for "fluidity" of use along with some "anchors" such as a bookstore and student organizations. d) Cal needs to think beyond even what already exists at other universities. |
| Student center needs an advocate with direct access to the Chancellor. Dean of students' role is disciplinary, BAS is administrative/authoritative. Look at how the Athletic director and director of Alumni have Chancellor's access, should be this way for ASUC. |
| There needs to be a CLEAR management structure. Has to be student and university linked. Should be many opportunities for student leadership with meaningful advising and positive administrative support. |
| Involve and inspire student's own energy and sense of ownership, trust students to run their own show. |
| A 24-hour center is critical but must take into account the security needs in the location. |
| Students have to have a voice, be able to make mistakes. |
| ASUC areas of Eschelmanand MLK have facilities managed by the university. The facilities people have done tons of work and are committed to the students. It has been helpful to have the university manage these facilities. |
| 11) (Respondent qualified her answer by stating that it is primarily her experience on the Store Operations Board that informs her response to this question.) That we shouldn't forget to "cut some slack for ourselves". That it's important to identify --in advance-- "metrics", "benchmarks" or other milestones or mechanisms for being "self-evaluative" and "self-appreciative" and to make sure "we stay on track". Also, that it's important to both state these concretely and ensure that they go beyond obvious and broadly stated goals such as "don't lose money" , "work well with students", "meet student needs…. Respondent listed the following as examples of what the Store Operations Board might have done at the onset: · As a self-evaluation, the Board might have established a baseline measurement of how well members work together, collaborate and then measured this at 2 yrs, 4 yrs, … to examine how members bond, what the team experiences have been etc. · The Board could have also measured people's satisfaction with the Board over time and at various levels of the organization. One part of it might have been measuring Center user's satisfaction with Board, another at a level above the Board i.e., Paul Gray's judgement of the Board's effectiveness. · Measuring whether student's needs have been or are being met. · A "360-degree" style evaluation with collected data as well as "unobtrusive data" such as Daily Cal articles and what they say or reflect about "how the Board is perceived". · The "Balanced Scorecard" assessment tool used in BAS. · Drawing on the expertise of the designers of the management team · Surveying research literature for ideas and methods on how to conduct assessments. · Availing themselves to campus resources and expertise on the evaluation and assessment (e.g., Human Resources etc.) |
| 11) That the Store Operations Board is model is a good model but it needs to be improved to facilitate more involvement contact or work with and between similar programs, groups, or services that exist on campus. At times, the Auxiliary doesn't work as directly as it should with counterparts on the student services side of the campus. Perhaps this is primarily a cultural issue. Creating better liaisons between BAS-ASUC-the Auxiliary and Student Services would go far in addressing this. |
| Define structure, students should have active roles and more student involvement. |
| ASUC has too much power and at the same time they don't have enough power. |
| Don't copy what we have because it does not work. |
| Staff of ASUC Auxiliary is awesome. Bad ones weeded out. Tom Cordi's position is very awkward, neither students nor university really trusts him. Somewhat problematic. Would not be in favor of university taking over management. If anything, ASUC takes over management. Talk with student leaders, we have good student leaders. The less student-run, the less student-friendly the space will be. Other lessons, stop duplication of services, what is purpose of OSL, SLC, Chavez Center, multicultural center, gender and equity resource center. Right now a lot of overlapping purposes. A lot of administration who just wait students out, count on turnover. Easy for student voices to get diminished. |
| Services together in Chavez = good thing |
| For me, it is imp't to know how it is structured, who does what, and thatthere is ease in contact to ensure accessability to all |
| I don't know, but you need oversight w/ expertise for continuity Use student empees |
| See 7 "I feel that our students will be less attractive as victims [of crime] with a vibrant student center" |
| "The existing management of the center does not seem to offer comprehensive services to the student government or the student groups that it serves. The advising and services appear to focus on the fiscal management of dispersing funds to groups without all of the programmatic advising to go with it. Student government and student groups often are confused by where to go to get information and advising. These services should be seperated out to report to Undergraduate Affairs while the business side should remain under Business and Administrative Services. This would help in clarifying roles and responsibilities of the various staff." |
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| It has to be structured. |
| A centralized information center would be more effective. Is it too hierarchical? Is it too lateral? Don't know.(This student has no clear idea of what the current management structure looks like.) |
| The management structure sometimes seems too lateral. A centralized information center would simplify the situation and cut out frustrating red tape when trying to get anything done. |
| The most important thing should be a centralized information center. |
| Keep in mind that Cal is a place for learning, and the center management staff should embody and enhance that sense of discovery. |
| Management Team with the people under the same roof including students, operational, programatic, communications. Director that has the ultimate decision- making authority. Person in charge of physical space has the authority to make decisions and has expertise and project management experience. Creative use of space. All guided by the Chancellor/University Vision for the university center. Make sure all programs, policies and space reflect that vision. |
| The management principle needs to be one of managing w/ a business model operating in a non-profit environment. The management of a university center should operate and manage with the following the tenets: „h high level of quality „h customer service „h data driven decisionmaking, long-term decisions that are shaped by both students and management professionals „h student input „h day-to-day operations run by professionals „h recognition that students are primary stakeholders but not sole stakeholders „h acknowledgement that there are other constituencies. |
| See 11 plus: STudent education piece has to be throughout the center. Bridge the divide between the academic side and the student affairs side. |
| In the area of the food service and pub he'd like to see it all run by one business. Too complicated; would be better for thematic continuity if all one. There needs to be a 'there' there. A food court idea doesn't inspire ownership and involvement by students--more like customers and a mall. Wants to see something in Lower Sproul that inspires students, inspires sense of community and customer loyalty. Students now see the place as utilitarian, no heart and soul, not a hangout. |
| Some student roles should be appointed by ASUC goverment, but should also try to include internships, paid positions, advisory groups/boards/tenants assn. |
| Student services need to be in one place, but not same place as student socializing and community. Advising and counselling should also be in one place but not necessarily same place as student services or student orgs. |
| There should be a board and the majority on thr board should be students. (When questioned about the idea that a University Center including Career Center, units from Chavez etc, this interviewee said that the students shouldn't necessarily have a majority over those areas but have a majority or full control of own space). |
| 12) If a University Center is set up to be a place for collaboration, then that is what it genuinely has to be. How one might put that in place is a good question. It would be difficult to run things by committee but whatever is set up needs to have representation from faculty, staff, and students. Consequently, it would need to operate very much as the Store Operations Board currently does. This is a hard question to answer but the key is definitely collaboration. |
| Fun and personable staff, more availability of food places that are open late. Architecture. |
| Student involvement. ASUC should have input and not too much power. |
| Depends on who the Vice Chancellor is, or should have a straight reporting line to the Chancellor. Have it be the nucleus of services that the university provides. |
| Not sure, nor convinced it should be one mgmnt. system |
| Professinal open person who is willing to make change and take risk w/ independent decisons, not just someone who takes marching orders from ASUC/others |
| Planning more imp't than mgmnt -- collaborative There are too many stakeholders for common mgmnt |
| With someone whose sole responsibility is ultimate mgmnt. of and accountability for the union (a Univ. empee w/ clear loyalties) Ops board to advise |
| Last few questions were answered via e-mail. Question #12 not answered. |
| A more participatory management style would make students feel more heard, which would go a long way toward building community. |
| Maybe with a CEO, and a chancellor's cabinet-like structure. Dean of Students, ASUC VP as vice-presidents. Maybe also someone from the multicultural center, the academic senate. Make decisions together. |
| A more professional core management group that is responsible and accountable for the Center's mission critical functions like marketing and promotion, leases, facilities management. Respondent notes that some decisions or functions simply shouldn't be made or run by students, this runs counter to the continuity and accountability that is essential to operating a successful center. |
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| Director with a management team including retail ops, facilities maintainance, students, programming, marketing, events management, technology etc. Should have a development person because there are naming opportunities for buildings/sections where we could help fund the building. |
| see #12 |
| Center Director. Bring services together to fit into same organizational unit. |
| Pub and food vendors would still be under ASUC auxiliary, but would continue to have a professional manager in control of the money. Something similar to the existing store operatons board would work well, with specific triggers to involve the professional manager in oversight and corrective acton. They would oversee and step in when things start to turn the wrong direction, take corrective action but involve student managers in the action and rationale. Manager would have authority to direct a change if needed. Any new student center should have more attractions, should draw more people in . Design should change flow in plaza at least, increase traffic flow, increase events to build life into the design. |
| Needs arts, academics, politics, spirituality, services socializing all in one place. Needs opportunities for students to be involved, active, empowered. Needs space for visiting scholars to use to feel part of community; needs to be family friendly. |
| Flat. Focus, a direct line to the Chancellor. Should be a board of trustees committed to identifying and addressing student needs. There should be an advisory board for hours, activities, etc. All aspects of the student center should report to one entity. UCLA model is good. Our implementation of our own agreement is not so good. Needs to be one person as advocate for student center--a focal point. The governing board should report to that one person--a director or manager--who reports directly to the Chancellor. Should be someone visible with clear lines of authority and mandate. Should not report through BAS--puts money as top focus. |
| ASUC Auxiliary or similar manages as facilitator, director reports to Vice Chancellor of Undergraduate Affairs or higher, not BAS. Run by students with advisory boards. |
| Similar to the current Store Board: key administrators, student govt, students at large. (6 students, 5 admin/fac/staff giving the students the final say with the mnajority). ?link to alumni. |
| Have accessible resources, have a guide, care about students and their needs. Young blood and define roles. |
| Have computers at the center. Use moffett as library. More availability of food. Coffee house or cafe for students to gather and meet their faculty. |
| N/A |
| Working rel'ship Acccountability to students, but not reporting to them -- org. has to make money and not be a loser Student position in org. Review Committee w/ students experts in fields (e.g., computer center, IT folks on site for immediate assistance) |
| I don't know Student Union Committee? w/ reps. from stakeholder units/constituencies |
| The ASUC should continue to manage the comercial activities they currently oversee because of how the revenue subsidizes student services, but the ASUC does not want to manage all of a student center. |
| Same kind of process--get all the key players on campus involved. |
| It would include a Board that includes representation from all users and that employs a voting mechanism for decisionmaking. And, a mechanism for regularly surveying the entire group of tenants and users. |
| n/a |
| n/a |
| n/a |
| n/a |
| Include in this an honorary committee of advisorory members from outside our campus. IE: City of Fremont Director of programs - that could help us think outside the box. Could utilize alumni in high places. |
| see #12 |
| Look at groups like Order of the Golden Bear, rally committee, homecoming committee for examples of how things could be run. These groups all run well and work with their administrative contacts but run their own show. |
| Same people from question 3 plus staff, faculty, community, GRAD STUDENTS. Multiple layers from these groups. |
| ASUC Auxiliary, students, professional manager(s), campus administration in support role, advisory and oversight board a la bookstore operations board. |
| students/groups, ASUC government, faculty staff all |
| In a one-stop center usually one entity has all the power--other student centers around US are this way. |
| STUDENTS! Executive officers, GA and ASUC. |
| More student & faculty involvement. |
| Students, faculty and management |
| Bud Travers: Asst to the Vice Chancellor for Resource and Business Development. Marketing. |
| N/A |
| Work backwards after determining what is in your facilty Groups that will ahve greatest impact Decision making process is imp't People w/ Business exp. |
| Student affairs See 12 a. |
| Key stakeholders (DOS, BAS, Rec. Sports, Health Ctr., Res Life, Events, Commun. Relations, etc) |
| He understands that more people need to be and should be involved in running the center. He'd like to see a student managed entertainment center. Would like to see the history and value of Berkeley's student movement recognized (he questioned if this is lost if it is no longer called a 'student' union? not sure himself.) |
| CEO should report to a vice chancellor, or ideally the chancellor. Stay in line with campus priorities; be involved with the conversations the cabinet is having. |