three year review 2009-2011 berkeley international office the university of california

Three Year Review2009-2011

BerkeleyINTERNATIONAL

OFFICE

The University of California

http://InternationalOffice.berkeley.edu

CONTENTS

1. Berkeley International Office: Vision, Mission and Services2. Organizational Chart3. Key Stakeholders4. Statistical Data - Students and Scholars5. Regulatory Update 6. Strategic Plan Accomplishments7. A Snapshot of the Student Needs Assessment Survey - April

20118. Budget9. Future Challenges10. Conclusion

Source: University of California / Berkeley International Office (BIO)

BerkeleyINTERNATIONA

LOFFICE

1. BERKELEY INTERNATIONAL OFFICE (BIO)VisionIn recognition of the importance of global understanding and in support of the university’s mission of excellence in teaching and research, Berkeley International Office strives to provide the highest level of service and programs.

MissionOur mission is to enhance the academic experiences of international students and scholars by providing the highest levels of knowledge and expertise in advising, immigration services, advocacy, and programming to the UC Berkeley campus community.

Key Services Immigration and personal advising to over 3,700 non-degree and degree seeking

international students, over 1,800 summer session students, and over 2,900 J visiting scholars

Issuance of visa documents to students and scholars Student and Exchange Visitor Information System (SEVIS) compliance for F and J students

and scholars H-1 B, O-1 and TN petitions and advising on related regulations Permanent Residency petitions and advising on related regulations General programs and services to students and scholars that support their arrival,

adjustment and academic life while attending the University of California, Berkeley Advising and related services to campus administrators who work with international

students and scholars


LOFFICE

2. ORGANIZATIONAL CHART

Ivor Emmanuel, Ph.D.,Director

Jonathan Martinez Data Mgr/CRS

Lillian Torres, BusinessManager /Analyst

Phil DeNeeveEmployment-BasedAdviser – PR Status

Matthew OstranderSEVIS Coordinator

Don BernsteinProgrammer Analyst

Mina KalraEmployment-Based Adviser H1-B Visas

Lillian OtsukaEmployment-Based Case

Coordinator

Leticia Menchaca Employment-Based Case

Coordinator

Rita GazdagAdmin. Assist. 3

Limited Appt.

Student Assistants1.0 FTE

Sook Hollingshead Student & Scholar Adviser

Jazmin PrattInt’l. Scholar Case Coord.

Kaetlin MillerStudent & Scholar Adviser

Rico Johnson Int’l. Scholar Case Coord.

Theresa EstradaStudent & Scholar Adviser

Kathy ShekStudent & Scholar Adviser

Rebecca SabloStudent & Scholar Adviser

Laura NikraveshCommunications Specialist



LOFFICE

Pauline FilemoniStudent & Scholar Adviser

Evren EssnerInt’l. Student Case Coord.

Maggie MeadSummer Session Case Coord.

Vacant / SAO IIStudent & Scholar Adviser

Arielle Moire-Selvage FreitasInt’l. Student Case Coord.

3. KEY STAKEHOLDERSFamilie

s

Organized

Research Units

Post Docs

Federal & State

Agencies:DOS, DHS, SSA, DOL, EDD, IPS,

DMV, SEVP

Graduate Division

Student Affairs

Graduate Students

Campus Administrator

s

Affiliates:LLNL,

ICSI, UC-Merced

Research

Scholars

International

Faculty

BIO

College

Deans

HR/Payroll

Undergraduate Students


Academic Departments,

Faculty, Advisors

Summer

Session

Vice Chancellor -

Research

(A) All Degree–Seeking International Students


LOFFICE


2005 2006 2007 2008 2009 20102600

2800

3000

3200

3400

3600

3800

4000

2678 26882785

3069

3419

3775

4. STATISTICAL DATA

(B) Graduate Degree-Seeking International Students



LOFFICE

2005 2006 2007 2008 2009 20101720174017601780180018201840186018801900

1775

1804

18851870 1878

1843

4. STATISTICAL DATA

(C) Undergraduate Degree-Seeking International Students



LOFFICE

2005 2006 2007 2008 2009 20100

200400600800

10001200140016001800

675 651 666

928

1270

1654

4. STATISTICAL DATA

(D) Summer Session International Students on F and J Visas



LOFFICE

2005 2006 2007 2008 2009 2010400

600

800

1000

1200

1400

1600

1800

2000

753

1008 1059

1351 1308

1810

4. STATISTICAL DATA

(E) International Scholars (J 1, H1B, TN, O visas)



LOFFICE

2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-20101700

1900

2100

2300

2500

2700

2900

3100

19602107

22452398

2565

28332950

4. STATISTICAL DATA

(F) International Visiting Student Researchers (a subsection of international research scholars)



LOFFICE

2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-20100

100

200

300

400

500

600

81

193256

331374

466537

4. STATISTICAL DATA

5. REGULATORY UPDATE

Additional employment benefits accorded to students in Science, Technology, Engineering and Math (STEM) fields entailing more reporting and tracking.

Increased reporting related to employment provisions for F students who have graduated.

Introduction of a new J intern category.

Introduction of new reporting requirements for H1B visas related to Deemed Export Control Act.

Data integrity issues have been identified between the interface of various government agency databases sometimes putting clients into a limbo status.

SEVIS helpdesk support has deteriorated over time with customer response time being very slow. Introduction of SEVIS II to be phased in by 2013.

The National Security Entry-Exit Registration System has been eliminated, however other security clearance measures remain in place.

Obtaining driver licenses remain an issue for our clients.

An audit of our Exchange Visitor Program was conducted by the US DOS. Preliminary feedback suggests that they are monitoring our use of various categories of the J visa, and that it is their preference that the program be used primarily to facilitate reciprocal exchanges.


This period did not witness significant changes to regulations across government agencies. Activity during this period include:


LOFFICE

6. STRATEGIC PLAN ACCOMPLISHMENTS

1. Enhance the role of BIO as an active participant in support of the teaching, research and outreach mission of the University.

2. Communicate a clear identity that supports our vision.

3. Build and foster good internal and external working and customer service relationships.

4. Align resources to accommodate growth.

In 2008 the Berkeley International Office Strategic Plan was refreshed; four key strategic goals were identified:



LOFFICE

GOAL 1: ENHANCE THE ROLE OF BIO AS AN ACTIVE PARTICIPANT IN SUPPORT OF THE TEACHING, RESEARCH AND OUTREACH MISSION OF THE UNIVERSITY.

Created a class for undergraduate students to introduce them to American culture and U.S. higher education

Regularly collaborate with academic units across the campus to address various international student needs including Law, MFE, Engineering, MBA, etc.

Collaborated with various Student Affairs units to improve service provision including Student Learning Center, Transfer Student Center, Career Center, etc

Collaborated with the VCR office and UCOP to implement new Export Control Act requirements. Consulted with student organizations and other key stakeholders on BIO’s programs and services Supported campus departmental efforts to recruit, hire and retain key faculty and staff (Department of

Statistics, University Relations, Intercollegiate Athletics, Office of the Chancellor, etc) Collaborated with the Tang Center and the VCR Office to identify and implement a health insurance

program for visiting scholars. Participated in various OE initiatives. Provided staffing for the High Performance Culture Initiative for

Operational Excellence and to chair the sub-group on Performance Management.


GOAL 2: COMMUNICATE A CLEAR IDENTITY THAT SUPPORTS OUR VISION.

Engaged in a measured but intentional effort to reposition our programs and services to a broad area that is beyond immigration advising, visa document production and SEVIS reporting.

Continuous improvement of services to be more responsive and accessible to customers: improved summer session support, streamlined processing of H1B petitions.

Introduced social media networks such as Facebook to increase communication.

Organized programs to communicate our commitment and concern for students and families – during Spring 2011 a combined 45 workshops were organized.

Organized dependent orientation and ongoing programming.

Organized Pre-arrival webinars for international students.

Staff have presented at various departmental meetings, orientations and special sessions for students.

Introduced new tax reporting resources (Cintax) and referrals for tax advising.

Developed new initiatives to address changing demographic of the international student body, e.g. modified orientation and special web pages for undergraduate students, introduced a special orientation session for parents, arranged for temporary housing for new international students, provided transportation for students from temporary housing to permanent housing.


GOAL 3: BUILD AND FOSTER GOOD INTERNAL AND EXTERNAL WORKING AND CUSTOMER SERVICE RELATIONSHIPSWHAT WE HAVE DONE INTERNALLY….


Initiated internal unit level committees to work on strategic initiatives – continue to improve on this model.

Introduced a new web site to make it more user friendly and provide more online resources for students, scholars and campus staff.

Conducted a needs assessment survey to understand students experience with campus wide services with an eye towards increased collaboration and improved service provision.

Streamlined H1B processes in response to an external review of our H1B services. Continue to build upon a successful cross-training model for staff to maximize resources and to

provide a more seamless service model. Emphasis on high performance with values that :

• Place strong emphasis on agility to respond to customer needs.• Encourage internal and external consultation to inform decision making.• Build an atmosphere of team work.• Assume responsibility for our work without owning our work

GOAL 3: BUILD AND FOSTER GOOD INTERNAL AND EXTERNAL WORKING AND CUSTOMER SERVICE RELATIONSHIPSWHAT WE HAVE DONE EXTERNALLY….


Participated in trainings for college advisors including: Letter & Sciences, College of Engineering, College of Environmental Design

Initiated new workshops with Counseling and Psychological Services, Student Advocate Office, Transfer Center, Student Learning Center, Scholarship Connection Office, Cal Alumni Office, and ASUC

Conducted presentations in collaboration with Payroll and HR at GSAO meetings. Provided input and collaborated with New Student Services for CalSo and Welcome Week Strengthened liaisons with Student Organizations Provided Pre-arrival orientations at local community college feeders Continued offering of workshops for campus administrators that cover topics such as the

challenges of working with international students, admission and arrival process, and cross-cultural issues.

Participation in Departmental Orientations - LLM, Summer LLM, Econ, Haas, Engineering Participated in Advisor Network Council (ANC) focus meeting to discuss international student

enrollment Made presentations at Stay Day – an annual conference for advising staff on campus. Conducted staff trainings to implement e-scholar database Participated in Cal Day.

GOAL 4: ALIGN RESOURCES TO ACCOMMODATE GROWTH.

Increased the revenue base of the unit by moving summer session funding support to a recharge model, and obtaining additional permanent registration fee funding.

Created an additional student/scholar advisor position. Reassigned business support staff to focus on student client needs. As part of budget reductions, eliminated a full-time support staff position and moved towards

seasonal help. Hired a replacement H1B Project/Policy Analyst that has served as a catalyst for improved

services. Initiated steps to phase out a Project/Policy Analyst position for permanent residency and move

towards a cross training model. Introduced an on-line database for J scholars requests. Initiated steps towards an on-line database process for H1B petitions. Utilized technology to harness our work more extensively – introduced webinars for students,

live streaming of workshops, real time tracking of work progress, advance data sharing to facilitate visa applications, use of data discrepancy triggers and use of bSpace to facilitate financial aid applications among others.

To go green increased emphasis on scanning for data storage and use of RightFax for electronic submission of faxes.

Provided professional development opportunities for strategic alignment such as student affairs training and leadership development.


7. A SNAPSHOT OF THE NEEDS ASSESSMENT SURVEY - APRIL 2011

Reasons For Visiting BIO: All International Students

Response Percent Response Count

Academic matters 32.6% 258Employment Matters 29.0% 230Financial Aid 20.6% 163Personal/ Family matters 7.4% 59Letters, documents and signatures 67.0% 531BIO program and workshop information 17.4% 138Tax matters 25.3% 200Immigration and visa questions 60.0% 475Payroll 8.8% 70

Total 792


LOFFICE

Perception of BIO and BIO Staff

Agree Somewhat Agree

Somewhat

DisagreeDisagree Do not

knowResponse

Count

I find BIO’s location to be accessible

54.0% (428)

24.7%(196)

9.6%(76)

4.5%(36)

7.1%(56) 792

I view BIO as an advocate for international students

43.7%(346)

32.6%(258)

8.3%(66)

3.0%(24)

12.4%(98) 792

BIO staff is interested in my needs as an international student

50.9%(403)

30.9%(245)

6.3%(50)

1.3%(10)

10.6%(84) 792

Total 792


LOFFICE

How satisfied are you with the BIO reception staff?


Somewhat

DisagreeDisagree Do not

knowResponse

Count

Staff at the front desk are helpful 59.6%(472)

23.1%(183)

3.3% (26)

1.1% (9)

12.9%(102) 792

Staff at the front desk are knowledgeable

45.8%(363)

30.3%(240)

6.4% (51)

2.3% (18)

15.2%(120) 792

Staff at the front desk are friendly

62.8% (497)

20.7% (164)

3.2% (25)

0.8% (6)

12.6% (100) 792

Staff at the front desk are respectful

62.4% (494)

21.5% (170)

2.9% (23)

0.5% (4)

12.8% (101) 792

Total 792


LOFFICE

How satisfied are you with the BIO advising staff?


Somewhat Disagree Disagree Do not

knowResponse

Count

Advisors understand my concerns 52.5% (416)

23.7% (188)

3.3% (26) 0.5% (4) 19.9%

(158) 792

Advisors are helpful 56.7% (449)

20.7% (164)

3.8% (30) 1.0% (8) 17.8%

(141) 792

Advisors provide useful information 54.2% (429)

23.1% (183)

3.7% (29) 0.9% (7) 18.2%

(144) 792

Advisors are courteous 56.9% (451)

21.8% (173)

2.5% (20) 0.6% (5) 18.1%

(143) 792

Advisors are knowledgeable 52.3% (414)

24.1% (191)

4.3% (34) 0.8% (6) 18.6%

(147) 792

Time provided to discuss my concerns is adequate

48.9% (387)

23.7% (188)

5.4% (43)

1.4% (11)

20.6% (163) 792

I find BIO advising staff to be accessible to me

50.5% (400)

24.4% (193)

5.3% (42)

1.5% (12)

18.3% (145) 792

Advising staff is sensitive to my needs as an international student

49.7% (394)

24.5% (194)

3.9% (31)

1.3% (10)

20.6% (163) 792

I view BIO advisors as advocates for international students

46.0% (364)

25.6% (203)

4.0% (32)

1.9% (15)

22.5% (178) 792

Total 792


LOFFICE

8. BUDGET - REVENUEBerkeley

INTERNATIONALOFFICE


$763,770 $413,707 $131,950

All Sources of Revenue for Fiscal year 2010-11

(as of March 2011)

Recharge RevenueStudent FeesSummer Session

8. (A) BUDGET- FUND 20000 – REG FEES THROUGH MARCH 2011



LOFFICE

2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 $325,000

$345,000

$365,000

$385,000

$405,000

$425,000

$445,000

$465,000

$485,000

$505,000

$484,900

$378,921$390,874

$401,382

$378,785

$396,885

$383,992

$350,838

$413,707

8. (B) BUDGET – RECHARGE REVENUE THROUGH MARCH 2011



LOFFICE

2002-03

2003-04

2004-05

2005-06

2006-07

2007-08

2008-09

2009-10

2010-11

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

8. (C) BUDGET – SUMMER SESSION REVENUE



LOFFICE

2005-2006 2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 $-

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

9. FUTURE CHALLENGES

A. Projected Growth Among International Students

B. Campus Services for International Students

C. Technological Changes

D. Resource Constraints



LOFFICE

9. FUTURE CHALLENGES:


A 1.Projected Growth Among All International Students


LOFFICE

2007 2008 2009 2010 2011 2012 2013 20142300

2800

3300

3800

4300

4800

3774

42254400

4525 4675


9. FUTURE CHALLENGES: A 2. Projected Growth Among International Undergraduate Students


LOFFICE

2007 2008 2009 2010 2011 2012 2013 20140

500

1000

1500

2000

2500

3000

1654

21002275

2450 2500

9. FUTURE CHALLENGES: A 3. Projected Growth Among International Summer Session Students on F and J Visas



LOFFICE

2007 2008 2009 2010 2011 2012 2013 2014500

1000

1500

2000

2500

3000

21002300 2400 2500

1059

1351 1308

1810

9. FUTURE CHALLENGES:

2006-2007 2007-2008 2008-2009 2009-2010 2010-2011 2011-2012 2012-20130

100

200

300

400

500

600

700

800

900

331 374466

537

617.549999999999

710.1825

816.709875000001


A 4. Projected Growth Among International Visiting Student Researchers (A Subsection of Research Scholars)


LOFFICE

FUTURE CHALLENGES:B. CAMPUS SERVICES FOR INTERNATIONAL STUDENTS

As newcomers to a new academic system and given their linguistic and cultural differences, the needs of international students are unique. It would be in the strategic interest to the campus to ensure that a broad array of programs and services be available to them across the campus. Those include:

1. Pre and post arrival academic advising.2. Information covered by CalSo but not covered with international students. 3. ESL services.4. More resources around Financial Aid.5. Support for Social and Cultural activities.6. Adequate services around international tax issues including specialized payroll services

and independent taxpayer identification numbers.7. Closer support systems through the residence halls.8. Closer attention to mental health issues.9. Focused assistance with regard to post-graduation job seeking strategies.10. More training for campus staff.

Given its unique role BIO will have to play a prominent role in providing some of these services and advocating for others.

FUTURE CHALLENGES:

Transition to electronic databases to conduct work for scholars and employees. USCIS technology transformation and the limitations it places on clients. Keeping up with advances in technology and associated communication tools as it relates

to overall operations. Introduction of SEVIS II by September 2013:

paperless process of facilitating the entry of international students and scholars into the U.S.

will require continuous adaptation and infusion of resources to maintain campus level programming for the interface to succeed

additional monitoring and compliance requirements will increase workload burden


C. Technological Changes


LOFFICE

FUTURE CHALLENGES:

Growth Given their unique needs, the growth in enrollment of undergraduate

international students will continue to place new competing expectations on delivery of services.

Current staffing levels will be insufficient to meet these new expectations while also fulfilling visa document production, SEVIS reporting requirements, and advising capability.

Technological Changes The implementation of SEVIS II will require the infusion of more resources

to deal with new requirements. Acquisition and implementation of a new database for H1B and Permanent

Residency processing will require an infusion of resources.

Budgetary ClimateIn light of the budget constraints faced by the university, a budget oversight process must be identified to address the changing needs of the unit as enrollment grows.


D. Resource Constraints


LOFFICE

10. CONCLUSIONThe growth among international students at UC Berkeley has been a challenge to the international office in a very limited resource environment. Nevertheless, as results to a comprehensive needs assessment survey suggest, the unit has been successful in adapting to these changes in recent years. At the same time, the many competing demands placed on the unit because of the unique needs of undergraduate international students will continue to place a resource burden on the unit if we were to attempt to meet all of these needs. This is heightened by the perception of students that BIO should be providing services generally undertaken in the academic domain such as academic advising when in fact those services are better provided by the colleges. It would behoove the campus, therefore, that steps be undertaken to address the critical needs of international students. This will position BIO to focus on mandated services and to assist students to acclimate to campus and community life. This approach will likely reduce the exposure of the university to risk that is harmful to our teaching and research mission. Accordingly, if future trends are to be realized, UC-Berkeley campus decision makers must consider this larger context in addressing the resource needs of key service units on campus that support the presence of international students.



LOFFICE

three year review 2009-2011 berkeley international office the university of california

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