The Berkeley/Cal Identity Task Force’s charge is to develop a name framework for the campus. The task force is to examine the various names used formally or informally to identify the campus and to determine when and how these names should be used moving forward. Names currently used to identify the campus include “University of California, Berkeley,” “UC Berkeley,” “Cal,” “California” and “Berkeley.”
The task force’s tasks are as follows:
- Review available data regarding the brand equity of the various names and marks currently in use.
- Review relevant best practices regarding branding and naming.
- Engage appropriately with relevant stakeholders, including: alumni, current students, faculty and staff, prospective students, donors and sponsors and peer institutions.
- Consider the implications of any changes to the way the campus is identified, including: national and international reputation; community pride and traditions; alumni and donor relations; faculty, staff and student recruitment and retention; licensing and sponsorship agreements; and budget.
- Develop a naming framework for identifying the campus moving forward.
Task Force Membership
|Patrick Holmes, Co-Chair
|Executive Director of Communications & Marketing, Communications & Public Affairs
|Oliver O'Reilly, Co-Chair
|Vice Provost for Undergraduate Education
|Deputy Campus Counsel, Legal Affairs
|Executive Director of Alumni Relations, UDAR
|Associate Athletics Director, Diversity, Equity, Inclusion, Belonging & Justice
|Chief Marketing and Communications Officer, Athletics
|Creative Director, Communications & Public Affairs
|Khira Adams Griscavage
|Associate Chancellor and Chief of Staff, Chancellor's Immediate Office
|Associate Vice Chancellor, Communications & Public Affairs
|Associate Director of Brand Protection
|Elisa Diana Huerta
|Interim Senior Director, Centers for Equity & Inucational Justice & Community Engagement, Division of Equity & Inclusion
|Senior Director of Marking and Communications, Cal Alumni Association
|Chief Innovation and Entrepreneurship Officer
|Assistant Vice Chancellor and Chief of Staff, Division of Student Affairs
|Continuing Professional Faculty, Haas School of Business
|Jennifer Simon O'Neill
|Chief of Staff, Athletics
|Executive Director, External Relations and Marketing Communications, UDAR
|Mary Ann Smart
|Vice Chair/Chair, Berkeley Division, Academic Senate
The Berkeley/Cal Identity Task Force was formed in September 2022 and charged with developing a name framework for the campus. The task force met five times in the summer and fall of 2022 and completed its work in December 2022. The chancellor's cabinet reviewed the recommendations in March 2023. The release of the task force report was delayed to consider new information. The task force met again in July 2023 and affirmed its original recommendations.
A project team led by the executive director of communications & marketing and guided by the Brand Advisory Committee is exploring options for implementing the task force's recommendations. No final decisions have been made and there are many details yet to be analyzed.
Adopt a unified campus brand strategy and framework that allows the Berkeley and Cal identities to coexist in an interconnected ecosystem. The framework should include common elements such as colors, graphics and typography that establish unity across all campus contexts.
Evolve and elevate Berkeley as the principal campus brand. Lead with Berkeley in academic, administrative, auxiliary, community, development and student life contexts, especially in naming campus units. Update the logo to reflect this change and look for ways to establish a visual connection to the athletics identity.
Shift the athletics identity to Cal Berkeley in both name and logo. Develop a visual identity that clearly communicates this shift.
Define ways for Cal and Golden Bears to be used for community building within Berkeley contexts. Cal and Golden Bears may be used when naming athletic/fan offerings but not when naming institutional offerings.
Develop an implementation plan that drives impact but minimizes cost. Employ a “deplete and replace” strategy that prioritizes lower-cost and highest-visibility touchpoints first.