A series of initiatives
are being spearheaded by chancellor's cabinet members to deal with the
most pressing issues facing the university. Following are the areas that
are being addressed and the particular initiatives that will target the
an academic strategic plan.
Facing a 2001 deadline
for accommodating more students, related to systemwide enrollment
growth, the campus must recommend an enrollment growth plan and develop
boundary conditions for enrollment growth programs. Also in the works
is a long-range academic plan to help the university maintain academic
the Internet and other new technologies to lead the e-education evolution
and transform services for students, alumni, business partners and general
basically grows out of the revolution that the Internet has visited
upon us," Berdahl said. "It relates to how we conduct business
in the university, how we buy and sell things. How do we make it easy
for people to learn about the university through our Web site and
how the Web sites lead to educational opportunities? How do we employ
the Internet technology for the education of our students and ultimately
to continuing education of our alumni?
"It is a very
wide array of activities that I think are still pretty embryonic in
most cases. We know this technology has a timeline of its own that
is very fast. At issue is how do we avoid being overtaken by it."
recruitment of under-represented minorities and women faculty.
housing as an obstacle to faculty recruitment and retention.
With the booming
economic times in the nation, housing prices - particularly in the
Bay Area - have skyrocketed out of reach for many. Potential faculty
members are citing this as a concern during recruitment efforts by
the university. The campus is looking at developing financial instruments
and securing housing allowances. The campus is putting together a
task force to assess graduate student and faculty housing as a means
to help solve this issue.
underrepresented minorities and women faculty is "a very pressing
problem," Chancellor Berdahl said, "because many of the
tools available to us in the past aren't there any more."
recruitment and retention
support in order to attract the best graduate students.
Among the steps
being considered are enhancing multi-year fellowships, increasing
the number of fellowships by 100, and seeking additional graduate
student instructor funding from the legislature.
data integration & performance metrics
campus-wide performance metrics that measure campus performance against
a set of quantitative and qualitative performance indicators.
a campus-wide management information function that documents and clarifies
how data are defined, improves access to campus information and campus
databases through the use of Web-enabled technologies, and implements
online analytical processing tools.
There has not been
a campus-wide commitment to an organized system of management information
to support decision-making and institutional reporting. To solve this
problem, the cabinet will establish performance metrics, review specific
measures and define the elements involved. This information will be
posted and regularly updated on a Web site.
strengthen the Berkeley outreach organization.
partnerships with K-12 and community colleges.
an efficient, goal-oriented model with a strong evaluation component.
efforts have not been as integrated as they should be, and the university
needs to make its resources more readily available to the community.
To cope with these issues, the campus has reorganized outreach, placing
it under the Vice Chancellor for Undergraduate Affairs. A steering
committee will be formed to guide outreach efforts, helping to form
a new plan for implementing future outreach efforts.
that the organizational effectiveness of campus research support is
adequate to sustain academic excellence and enhance discovery.
practices deter researchers from seeking extramural funding. Large
grants overwhelm units with their management requirements. The campus
will tackle these challenges by conducting a comparative assessment
of research support among campus units, assemble a research support
task force, and conduct a research support, staff and faculty satisfaction
survey. Using the information gathered through these methods, the
campus will initiate a series of steps to make research grant management
our compensation and job analysis system through the use of faculty
and staff expertise on a campus-wide, cross-functional advisory committee.
a method for measuring staff workload that includes job-relevant benchmarks.
workforce data systems and applicant services technology through the
implementation of Human Resources Management System.
the staff and supervisor training and development program.
staff workload and compensation were the biggest priorities at the
chancellor's cabinet retreat. Berdahl has already announced a series
of steps to begin immediately improving issues in this realm, and
the campus has dedicated $1 million to make this happen. The Compensation
Advisory Committee will help change the way the campus classifies
and compensates its employees.
communication at Berkeley for the purpose of improving organizational
effectiveness, creating community and projecting a clear, strong identity
to the external world.
not something the campus does effectively, Berdahl said, particularly
on an informal level on campus. "When discussions take place
at a council of deans meeting, does it trickle down to faculty and
staff level?" Berdahl asks. "How do people get informed
about what is happening? How do we get people to read their e-mail?"
Those are among the many questions the initiative will try to answer.
full strength of university research capabilities to bear on improving
the undergraduate experience, especially in the lower division.
A vice provost
for undergraduate education will be announced in the coming weeks.
This position will direct efforts to meet this initiative. Among the
steps to be taken, in addition to filling the new position, is a comprehensive
study of student advising, in order to improve the availability and
quality of advising; launching a new Center for Teaching/Learning;
upgrading classrooms; and convening a Council for Undergraduate Education.