LETTER FROM THE VICE CHANCELLOR
ABOUT DSAS
DIVISIONAL OFFICE
COLLEGES, HOUSING & EDUCATIONAL SERVICES
STUDENT DEVELOPMENT & ENGAGEMENT
STUDENT SUCCESS & EQUITY
STUDENT HEALTH & WELLNESS
CELEBRATING STUDENTS & STAFF
ONLINE GIVING
I am pleased to share the 2022-2023 Division of Student Affairs and Success Impact Report with you. This report–the first of its kind in our division’s history–showcases our team’s unrelenting efforts to support our students’ development through steadfast dedication to our division’s priorities: student-centered decisionmaking, equity and inclusion, and innovation.
Anchored by assessment and evaluation, this report features qualitative and quantitative data that affirms our work and guides our practices. Furthermore, by sharing our stories, this report peers into the day-to-day workings of our division’s five units: The Divisional Office, Colleges, Housing, and Educational Services (CHES), Student Development and Engagement, Student Success and Equity, Student Health and Wellness
Individually, the stories within this report are compelling. Collectively, they are empowering. Together–our stories and our efforts–reveal a division committed to transforming students’ lives. Together, we earned the Seal of Excelencia. Together, we launched the University of California’s first Campus Mobile Crisis Team. Together, we re-imagined our conduct system to better align with our values and students’ development needs. Together, thanks to a monumental effort to recruit and hire staff, we re-opened numerous dining facilities and returned closer to pre-pandemic operations. And, together, as we welcomed the return of CHES to our division, we emerged as one team, unified for student success.
Our division is strong, dynamic, and continues to lead campus efforts to support and advance student success. I’m immensely proud of the work we’ve done to get to this point and look forward to all we will accomplish in the future. Most immediately, we will invite the entire division to help us solifidy our strategic plan. The result will become our north star and will guide our work over the next five years. It will be essential to our success and, most importantly, that of our students.
I want to thank the divisional office, who has championed this project by supporting a culture of assessment and created a framework to help us share our story.
I invite you to gloss through the stories of our past year. As you do, my hope is that the narratives shared demonstrate our effectiveness, our areas for growth, and the lessons we will carry forward into the future. Most of all, I’m sure you will see:
our division’s future is bright and our potential is limitless.
- Akirah Bradley-Armstrong
Dr.
Akirah Bradley-Armstrong
The UC Santa Cruz Division of Student Affairs and Success (DSAS), led by the Vice Chancellor for Student Affairs and Success, consists of nearly 800 professional staff and 1700 student staff spanning 5 major units. Deeply devoted to offering students a transformational educational experience, our division provides campus-wide coordination and leadership of student success programs, activities, and initiatives. We support students’ development through a number of resources, services, and systems dedicated to providing direct student support.
The entirety of our work is grounded in educational equity, institutional responsibility, and an unfettered commitment to supporting the whole student. Guided by data and assessment, we aspire to ensure every student feels welcome, supported, and a sense of belonging during their time on campus. Our efforts are informed by robust and dynamic relationships with campus leadership, faculty, students, and staff from across the campus, reflecting the broad campus commitment to ensuring student success. Beyond UC Santa Cruz, our team is involved in numerous professional organizations and highly engaged in the local community.
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We aspire to ensure every student feels welcome, supported, and a sense of belonging during their time on campus.
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OUR THREE PRIORITIES
Students are the reason for our work. Supporting their success is paramount to the programs we offer, the events we host, the resources we share, and the initiatives we lead. Student-centered decisionmaking does not yield to students’ wants, preferences, and comforts at all turns. Rather, it securely roots itself in the vast understanding of student development and, when necessary, challenges and supports students as they journey through the uncomfortable and uncertain. If an existing program, initiative, or resource is not student-centered, it must be thoroughly evaluated and redesigned to ensure students’ best interests are at the heart of its mission or purpose. Student well-being and development will be at the core of all our decisions.
As we strive to uphold UC Santa Cruz’s Principles of Community, our division commits to pushing the boundaries of equity and justice in all the little and big ways. We will be fierce advocates for marginalized students and will champion access to equitable UCSC experiences for all. We will evaluate and assess our systems, processes, and programs to break down barriers that may otherwise exclude student engagement. We will maintain a critical and discerning lookout for injustice on campus, in the Santa Cruz community, and around the world beyond. Where we witness injustice, we will interrupt, intervene, and insist on change. We will use our power–and our positions–to curtail the perils of prejudice.
Our capacity to support students is strengthened by our curiosity for what could be and our courage to pursue possibilities through new and innovative approaches to our work. Motivated by the vast potential of tomorrow, we are committed to overcoming the limits of today. We recognize failure is part of this journey and welcome its many teachings and opportunities for growth. Undeterred, we resolve to try, try again, and try anew. Compelled by the transformative potential of our work, we are ambassadors for change and visionaries of possibility. By acting boldly and thinking creatively, we will lead the division–and our campus–into the future.
This year we made a commitment to host four signature staff events. We first came together as a division for the Fall Kickoff in August. Then, in December we united for Cheer the Year to celebrate the end of fall quarter. In March, we gathered in Stevenson Event Center for the first ever DSAS symposium. And, then on June 23, we came together for the inaugural SASSYs: Student Affairs and Success Salutes You!
This year’s PROFESSIONAL DEVELOPMENT SERIES included 11 workshops addressing nine of the 10 ACPA/NASPA Should read competency areas and centered our three divisional priorities of studentcentered decision-making, equity & inclusion, and innovation. In total, staff completed 1020 hours of community professional development! Beyond the hours dedicated to advancing learning and growing capacity, many staff cited the work with On the Margins as particularly compelling and uplifting to their work.
In its second year, SLUG MENTOR NETWORK our campus wide mentoring program, matched 2,303 new admitted students with over 400 upper division volunteer mentors.
20,379
SLUG SUCCESS , our student success management system, allows us to more efficiently and effectively build systems that validate students’ experiences and break down silos by connecting students to experts and aligning systems of support.
52,629
Serving as an advisory committee to the Vice Chancellor, THE STUDENT FEE ADVISORY COMMITTEE (SFAC) allocated over $800,000 to student organizations and campus departments in support of student engagement, the co-curricular experience, and academic enrichment.
THE VICE CHANCELLOR’S FUNDING AWARD PROGRAM provided over $40,000 in divisional support to studentinitiated programs and initiatives. These funds helped support travel to conferences, the production of cultural events, the advancement of organizational objectives for student organizations and student governments and much more.
To ensure we have clarity of purpose and shared vision, our strategic planning process will invite all team members, stakeholders, and students to participate. It will help us not only better understand who we are, but will guide us towards our full potential.
This is a chance to redefine the work we do and the way we do it. An invitation to innovate, it’s an opportunity to consider what could be, ascertain what needs to be, and boldly create what should be. More than anything, our strategic planning process is an opportunity to envision a bright future for our division and a transformative education for the students we serve. Charting our course for the next five years, we will look to our strategic plan as our north star. Our guiding light for best practice, optimal operation, and student-centered decision making, our strategic plan will be the foundation for all that we do
In addition to experiencing the incredible natural beauty of UCSC on a daily basis, living on campus affords students many advantages –proximity to resources, involvement in activities, helpful staff offering guidance and support at a pivotal stage in a young person’s development, and increased potential for academic success and retention
~ DAVE KELLER, interim Associate Vice ChancellorDepartments
Capital Planning
College Student Life (CSL)
Dining Services
Housing Services
Affiliated Residential Community Housing (ARCH)
Residential Community Service Program (RCSP)
Conference Services
Early Education Services (EES)
Facilities
EARLY EDUCATION SERVICES reopened its infant program, providing a total of 2,215 service hours throughout the year. This much needed service for student-parents was awarded the result of “outstanding” after a state-led inspection and audit of its toddler and school age programs.
STUDENT LEADERS are integral to the residential life experience; they represent their fellow students, create programming and activities to help students get connected, and refer students to important campus resources. This year, we had nearly 300 student leaders host over 800 programs across college student life.
We celebrated the 20th Anniversary of Practical Activism, a daylong, student-led conference featuring speakers, workshops, and opportunities to network with campus and community organizations, all with a focus on social change. With support of professional staff, 25 students worked for nearly 6 months to produce the conference, hosting approximately 350 attendees.
9,438 housing capacity
18 dining locations
In 2023-2024, Dining Services plans to open/reopen 18 venues, including the University Center and the Bistro and Café (formerly known as Terra Fresca). The reopening of the newly renovated Rachel Carson Dining Hall will be a tremendous boon for campus and is expected to serve nearly 4,000 students, faculty, and staff every day.
Regental approval of the Student Housing West Hagar project will allow ground-breaking at the site in 2024 in preparation for constructing the new Family Student Housing community and Early Education Services complex.
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Living on campus at UCSC has given me a strong sense of belonging. I feel like I’m a part of something bigger, and I wouldn’t trade this experience for anything.
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In Fall 2022, the Undergraduate Housing Assignment Process Review Committee was charged with developing an undergraduate housing assignment plan that sought to:
Maximize use of available university housing space to accommodate as many interested students as possible while honoring student preferences to the greatest extent possible.
Streamline and enhance the process by which undergraduate housing assignments are made, with the goal of having all available housing assigned by early August.
Enhance communication and outreach to increase student awareness about the housing application and assignment process.
The committee utilized a series of meetings, discussions, and surveys. The collective input from students was instrumental in improving the housing assignment and room selection process. Improvements included:
A new room selection process designed to maximize placement of roommate groups.
Approximately students were assigned housing during this process 1 2 3
3,000
Developed and implemented a broad, centralized communication campaign across a variety of platforms to help students understand the room selection process.
Collection of more information on the types of housing each student would accept which streamlined the process of assigning available spaces to students on the waitlist.
Through process improvements and incredible effort by various CHES staff, we had over 99% of available spaces assigned by early August!
Basic Needs
Dean of Students Office
KZSC Radio
Quarry Amphitheater
Slug Support
Student Conduct and Conflict Education
Student Organizations, Media, Cultural Arts (SOMeCA)
Student Union Assembly (SUA)
SOMeCA staff and student leaders produced over 2,000 events and experiences for students, including large-scale events such as the Multicultural Festival, Change Makers series, and leadership development programs. Rainbow Theater and the African American Theater Arts Troupe (AATAT) produced shows including A Song for Coretta, Pipeline, and 2 The Left.
Working in collaboration with politics Professor Elizabeth Beaumont, SOMeCA developed a proposal, This is Our Future: Take Back the Vote, to strengthen student engagement in the upcoming elections. The project received a 2024 VOICE award by the UC National Center for Free Speech and Civic Engagement.
SOMeCA hosted events created
74,848 engagement touchpoints with students
The staff and student leaders in Student Development and Engagement worked all year long in creative, innovative, and caring ways to support students in so many different aspects of their lives on campus. When I reflect on all that this team does to support students and the campus, am inspired and reminded why chose to do this work in the first place
~GARRETT NAIMAN, Associate Vice Chancellor and Dean of StudentsTHE STUDENT UNION GOVERNANCE BOARD (SUGB) produced Food Truck Mania during exam periods, offering students free and reduced-cost meals to nearly 700 students. These efforts help to create community and a sense of belonging for students.
SLUG SUPPORT managed 2,604 student cases, working directly with students to help them develop a student-centered plan and resolve the issues they are facing with a focus on reducing basic needs insecurities such as food and housing.
KZSC continued to provide students with meaningful training and professional preparation in broadcasting; this year 95 student DJs controlled the airwaves for KZSC while several others served in leadership and governing positions.
The first ever public facing concerts were produced at the QUARRY AMPHITHEATER in summer 2022. The first show featured Carla Morrison, a Grammy award winner, Latina artist and was sold out. The artist was intentionally chosen in an effort to build relationships with the local Latinx community, in hopes that they see this campus as their own. The concert series brought 5,247 guests to the Quarry in summer 2022.
Creating signature student events - In 2023-2024, Student Development and Engagement will lead efforts to produce four large scale, campus-wide programs for all students.
The Dean of Students Office is leading the implementation of a new model for supporting student demonstrations The Student Engagement Team, or SET, will engage with students in a developmental, education-centered manner before, during and after demonstrations.
The Office of Student Conduct and Conflict Education will continue to explore the possibilities for supporting students in working through conflict situations and healing following incidents. The conduct team will work to identify alternate pathways when policy violations occur and build capacity for moving resolution through mediation, shuttle diplomacy, and other non-punitive processes.
During the 2022-2023 academic year, the Redwood Free Market hired 19 student staff. Many of these students have experienced insecurity in basic needs in their time at UCSC. Because of their need to work to meet their basic needs, they often do not have the ability to participate in traditional leadership skill development programs.
Basic Needs embraced the opportunity to help students develop the skills that they will need to be successful after graduation. Students are trained on everything from operations and customer services, to marketing and program coordination. Student staff were able to participate in various professional development opportunities such as attending UC system-wide meetings to learn about different Basic Needs centers and the efforts being made to combat basic needs insecurity at the system, state, and national levels. Students meet regularly with professional staff to assess their needs and interests and evaluate their performance for continued growth and development.
As a result of the leadership development and skill building of the student employment program students will often take on increased leadership roles around campus. One fourth-year student leader proposed the Diaper Assistance Program, a new initiative for the Redwood Free Market. With support from professional staff, the student conducted research on similar programs at other institutions, even making contact with staff to get insight into what worked well. From there, the student designed and proposed the new program and as a result was given a budget to implement it at UCSC. In the first year, 23 students accessed the program with plans for expansion in the coming year!
Basic Needs will continue to identify different ways to engage student staff in leadership opportunities because it is essential that their voices are centered in our decision-making and program development.
“Being the Redwood Free Market Coordinator automatically put me in a leadership role… I had the opportunity to put on the first basic needs fair, which allowed me to gain a lot of experience in event planning and leading a group to put on the event. I also learned how to navigate professional settings, write emails to professional staff, and meet with administrators on campus.
“- Bryon Anderson, UCSC Undergraduate
1,925 students ser ved
VIA THE REDWOOD FREE MARKET
A 20% INCREASE FROM THE PREVIOUS YEAR
Career Success
Disability Resource Center (DRC)
Educational Opportunity Programs (EOP)
Hispanic-Serving Institution Initiatives (HSI)
Learning Support Services (LSS)
Office of African, Black, and Caribbean (ABC) Student Success
Resource Centers
African American Resource and Cultural Center (AARCC)
American Indian Resource Center (AIRC)
Asian American Pacific Islander Resource Center (AAPI)
Cantú Queer Center
El Centro
Womxn’s Center
Services for Transfer and Reentry Students (STARS)
In September 2022, in recognition of intentional campuswide efforts to serve Latinx students, UC Santa Cruz earned the prestigious SEAL OF EXCELENCIA , following a thorough data-driven review by Excelencia in Education.
SERVICES FOR TRANSFER AND REENTRY STUDENTS & EDUCATIONAL OPPORTUNITY PROGRAMS received over 1 million dollars from the state to support formerly incarcerated and system impacted systems, former foster youth, and undocumented students. This funding allowed us to create a scaffolded and more sustainable structure for some of our most vulnerable student populations.
It is inspiring to see the student success and equity team create transformational experiences for students with various lived experiences to achieve their self-determined goals, experience validation, and develop as contributing members of community, which we hope expands their possibilities.
~EBONÉE WILLIAMS, Associate Vice Chancellor
LEARNING SUPPORT SERVICES rebranded their services, creating a campus hub for tutoring and academic support for student success supporting 567 classes with over 200 peer tutors. As part of this reframing, they launched Slug Workshops, a new series of workshops aimed at helping students learn how to learn.
19,628
OF TUTORING DELIVERED
4,003 HOURS
THE DISABILITY RESOURCE CENTER received dedicated resources from the campus to increase the center’s capacity, leading to the opening of the new testing center, doubling the size of the testing center, expanding services and providing more support for students.
CAPTIONING, TESTING, NOTE TAKING, ASSISTIVE TECHNOLOGY, ETC.
THE HSI INITIATIVES AND STARS teams were instrumental in securing the Cultivamos Excelencia Grant, $3 million dollar award that will be used to strengthen transfer pathways for students to UCSC and into research and graduate pathways over the next five years.
$3 MILLION DOLLAR CULTIVAMOS
After a successful pilot, Career Success is launching the Learning-Aligned Employment Program (LAEP) Fall 2023. The program is a state-funded, work-based learning program similar to federal work-study offering eligible underrepresented undergraduate students the opportunity to earn money to help defray costs while gaining education-aligned, career-related employment related to research. Our campus received over $4.2 million with over $200,000 going directly to Career Success to help steward the development of opportunities for students to access the program and to administer the program. We estimate that nearly 800 students will benefit from LAEP funds over the next 9 years!
In 2019-20 and 2022, the Black Student Union requested increased mental health support for students through the hiring of psychologists and counselors in Counseling and Psychological Services that are Queer & Transfriendly ABC – identified and socially and culturally competent.
62 sessions delivered
While the search for the requested positions is in progress, the Office for ABC Student Success contacted Black Girl Doctor - a team of Black psychologists dedicated to supporting the mental health of black students. This partnership aims to provide students free preventative care and coaching with a Black mental health professional and eliminate the need for students to have to confirm or reaffirm their blackness.
The Office for ABC Student Success is focused on helping to increase awareness and continued engagement with mental health services. This year they are creating structured opportunities and resources for students to sign up for a coaching session and attend a wellness workshop during Black Academy.
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Having someone who can address the stressors affecting my education and help me make an action plan WHILE also being available and personable is huge at this point in my education career. This service is invaluable for me at this moment. “
- undergraduate student using Black Girl Doctor’s services
Campus Mobile Crisis Team (CMCT)
Center for Advocacy, Resources & Empowerment (CARE)
Counseling and Psychological Services (CAPS)
Medical Clinic
Pharmacy
Student Health Outreach & Promotion (SHOP)
NEW LEADERSHIP - In February, a new Associate Vice Chancellor for Student Health & Wellness–and our inaugural chief wellbeing officer–John Bollard, started. In June, Maryjan Murphy was named the permanent director for Counseling and Psychological Services. These positions allow us to better attract staff and stabilize the unit to help meet the demand for services.
RESPONDING TO INCREASED DEMAND - During the 2020–2021 school year, more than 60% of college students met the criteria for at least one mental health problem, according to the Healthy Minds Study, (Lipson, S. K., et al., Journal of Affective Disorders, Vol. 306, 2022). Since 2019, CAPS has experienced a 48% increase in utilization of services. Student Health and Wellness has marshaled their resources to respond in innovative ways to this mental health crisis.
19,744 primary care visits
1,600 advocacy services provided through CARE
The departments of Student Health Services rose to the various challenges of the 2022-23 academic year--increased demand for all service offerings, more students with higher acuity issues seeking mental health services, and staff losses across many departments. Our amazing staff continued our mission of providing broad access to high-quality, affordable services for our students and did so with an amount of professionalism and caring that makes me proud to work alongside them.
~JOHN BOLLARD, Associate Vice Chancellor
20,000 educational contacts with SHOP through tabling, workshops, and drop-ins
Over the next year, Student Health and Wellness will continue identifying areas of student needs that are currently not being met. Specifically, focused efforts will be on opening physical therapy practices to provide a much needed service. This is currently one of our biggest referrals but it is used the least because students have difficulty getting to appointments off campus. Opening these services on campus will allow students to easily access this much needed practice.
In an effort to provide services to students outside of the regular business hours of the health center, we will be launching two vending kiosks in the fall, giving students access to STI tests, period products, and sexual health products 24 hours a day.
People who are well are more productive, able to engage in deeper learning, more likely to be retained, and have a stronger sense of community. The mandate is clear - we have to create an environment where everyone can be well. Over the next year, we will be immersed in preparation for the launch of the Okanagan Charter: An International Charter for Health Promoting Universities and Colleges. Created in June 2015, the Charter provides institutions with a common language, principles, and framework to become health and wellbeing promoting campuses. A working group made up of faculty, staff, and students across campus will lead our efforts to create a more healthy campus that focuses on wellbeing at all levels.
The UCSC Campus Mobile Crisis Team (CMCT) is the first program of its kind on a University of California Campus. An extension of Counseling and Psychological Services, the program supports students’ diverse needs through innovative and culturally competent responses to campus behavioral health crises.
Operating seven days a week, the behavioral health team consists of intervention specialists, an EMT, and a supervisor. This holistic approach to crisis response aligns with guideline two of the UC Community Safety Plan and is already having a positive impact with students. Since launching in January, the number of calls to the Campus Mobile Crisis Team has increased month over month. In total, the team responded to 101 calls between January and June 2023. The majority of those calls were mental health related; nearly 70% of calls were resolved on the scene.
We believe this service has positively impacted our student population as we can now serve students with diverse and intersecting identities who may not have reached out to traditional CAPS services in the past.
- Maryjan Murphy, Director of Counseling and Psychological Services
To honor the incredible work our student employees complete across the division, the Career Success team hosted the inaugural DSAS Student Employee Excellence Awards in May. A selection committee of staff from across the university reviewed all of the nominations and selected 10 student employees to recognize for their outstanding work.
Student Award Winners...
Max Silverstein | Student Health Outreach & Promotion
Lucas Dong | Disability Resource Center
Yatziri Salgado | Career Success
Shavit Melamed | KZSC
Robert Becerra | Educational Opportunity Programs
Kameiko Hostler | Resource Centers
Saul Ordaz | Resource Centers
Lorena Hernandez | Resource Centers
Deon Bryant | ABC Student Success
Sara Delgado | Resource Centers
On Friday, June 23, DSAS staff—and their friends and family—gathered in the Quarry Amphitheater for the inaugural SASSYs: A night of appreciation and celebration. Attendees enjoyed a food truck dinner, a brief awards ceremony, and the movie Encanto. During the awards ceremony, we announced this year’s winners of the SASSYs. Congratulations to all our SASSY recipients!
And the SASSY Goes To...
Student Leader of the Year
Amanda Pepe
Student Affairs Collaborator
Celeste Lopez
Well-being Champion
Meg Kobe
Collaboration
delfín bautista
Teammate of the Year
Melissa Chimwaza
Supervisor of The Year
Jenner Rosgen
Assessment Advocate
Lenora Willis
Sense of Belonging Champion
Xiomara Lopez
Compassionate Leadership
Autumn Johnson
Equity Champion
Stacey Faulk
Innovation
Gina Waneis
Student-Centered Decision-Maker
Caz Salamanca
This year, Division of Student Affairs and Success team members made numerous contributions to higher education and student affairs. Through research, evaluation, and praxis, our team is helping to expand the scholarship in our field. Here are some examples of DSAS’s scholarly contributions and service to the community in 2022-2023:”
Alex Belisario ACUHO-I, Foundation Board Member
Siobhán R. Byrne NASPA Region VI JEDI Committee, Committee Member and Presenter
Sharon Castro Association of Colleges for Tutoring and Learning Assistance (ACTLA), Conference Committee Member | College
Reading and Learning Association, Conference Proposal Reviewer
Gwendelyn Rivera | Organized creation of UC Student Affairs Assessment Group
Sue Roth | Santa Cruz County Office of Education Board of Trustees, Vice President | Girl Scouts of California’s Central Coast |
Santa Cruz County School Boards Association, Board Member
Sara Sanchez Silicon Valley Shakespeare, Vice Chair
Lea Taddonio UC Santa Cruz Staff Advisory Board, Board Member
Gina Waneis NASPA Region VI Advisory Board, Communications Coordinator
Emily White | Mountain Pacific Association of Colleges and Employers, Conference Planning Committee
Alex Belisario WOW: Conversations with Women Leaders, WACUHO | “GeekEd: The Marvels-Higher Education Leadership by Women of Color”, San Diego Comic Con
Alonso Blanco, Dr. Saskias Casanova, Sara Radoff, and Cruz Silva “Creating a Transfer Champion Workgroup for Racial Equity”, National Conference on Race and Ethnicity in Higher Education | “Developing a strengths-based Transfer Receptive Culture for Latinx transfer students at a Hispanic Serving Institution”, American Educational Research Association (AERA) | “Examining institutional practices and attitudes towards transfer students of color to develop a transfer receptive research institution”, Society for the Psychological Study of Social Issues
Maddie Cairns and Lucy Rojas | “Five Things Practitioners Can Do to Provide Support Services to Student Respondents” NASPA Strategies Conference (also published as a NASPA Research and Policy Institute Issue Brief)
Eric Curiel and Alma R. Orozco | “Coach the Trainers: Creating an ecosystem of career-readiness support for college students” Mountain Pacific Association of Colleges and Employers (MPACE)
Natalie Davis “Engaging Perspectives for Peer Staff and Peer Educators”, Association of Colleges for Tutoring and Learning Assistance (ACTLA)
Don Williams | Black Theater Network, national recognition for over 20 years of service as an Officer and active member
A cohort based assessment course intended to provide student affairs practitioners with the content knowledge and skill set to conduct self-assessment studies and develop a culture of assessment in the division. Participants created a draft assessment plan for one of their programs to share with their unit team members and the larger DSAS community.
Aracely Aceves Lozano 540% Slug Extended Orientation Assessment Plan
Arlan De Leon Mendiola Leadership Training Program
Veronica Heiskell | Career Success Student Employment Excellence Certificate (SEEC)
Lydia Jenkins-Sleczkowski Student Funding Values
Elizabeth Moya | Renaissance Scholars Orientation Program
Nancy Kim California Council of Cultural Centers in Higher Education (CaCCCHE) Co-Presenter, “Amplifying Your Supervision and Management Skills”; Panel Coordinator and Moderator, “Career Journeys through Cultural Centers”; Workshop Coordinator and Co-Presenter, “Cultivating a Culture of Collaboration”
Garrett Naiman “Love Letters to Future Deans of Students” | NASPA Western Regional Conference
Sara Sanchez | “Introducing a Summer Introduction to Undergraduate Research Program”, AHSIE and NASPA | “Racial Affinity Groups in Teacher Education”, Supervisors of Teacher Education Network Team (STENT)
Lexie Tapke | “Resisting Remedial Interventions with Embedded Support Models”, Association of Colleges for Tutoring and Learning Assistance (ACTLA)
