Staff Affirmative Action Plan
November 1, 2014 to October 31, 2015
Equal Opportunity/Staff Affirmative Action
Human Resources Department
University of California, San Diego
Web site: http://blink.ucsd.edu/org/eosaa
Email: eosaa@ucsd.edu
Mailing address: 10280 N. Torrey Pines Rd., Suite 404
La Jolla, CA 92093-0923
Phone: (858) 534-3694
Fax: (858) 534-8578
The UC San Diego Principles of Community
The University of California, San Diego is dedicated to
learning, teaching, and serving society through education,
research, and public service. Our international reputation
for excellence is due in large part to the cooperative and
entrepreneurial nature of the UC San Diego community. UC
San Diego faculty, staff, and students are encouraged to be
creative and are rewarded for individual as well as
collaborative achievements.
To foster the best possible working and learning environment, UC San Diego strives to maintain a climate
of fairness, cooperation, and professionalism. These principles of community are vital to the success of
the university and the well being of its constituents. UC San Diego faculty, staff, and students are
expected to practice these basic principles as individuals and in groups.
•
We value each member of the UC San Diego community for his or her individual and unique talents, and
applaud all efforts to enhance the quality of campus life. We recognize that each individual’s effort is vital to
achieving the goals of the university.
•
We affirm each individual’s right to dignity and strive to maintain a climate of justice marked by mutual
respect for each other.
•
We value the cultural diversity of UC San Diego because it enriches our lives and the university. We celebrate
this diversity and support respect for all cultures, by both individuals and the university as a whole.
•
We are a university that adapts responsibly to cultural differences among the faculty, staff, students, and
community.
•
We acknowledge that our society carries historical and divisive biases based on race, ethnicity, sex, gender
identity, age, disability, sexual orientation, religion, and political beliefs. Therefore, we seek to foster
understanding and tolerance among individuals and groups, and we promote awareness through education and
constructive strategies for resolving conflict.
•
We reject acts of discrimination based on race, ethnicity, sex, gender identity, age, disability, sexual orientation,
religion, and political beliefs, and we will confront and appropriately respond to such acts.
•
We affirm the right to freedom of expression at UC San Diego. We promote open expression of our individuality
and our diversity within the bounds of courtesy, sensitivity, confidentiality and respect.
•
We are committed to the highest standards of civility and decency toward all. We are committed to promoting
and supporting a community where all people can work and learn together in an atmosphere free of abusive or
demeaning treatment.
•
We are committed to the enforcement of policies that promote the fulfillment of these principles 1.
We represent diverse races, creeds, cultures, and social affiliations coming together for the good of the
university and those communities we serve. By working together as members of the UC San Diego
community, we can enhance the excellence of our institution.
1 These policies include but are not limited to: Academic Personnel M015-The University of California Policy on Faculty Conduct
and the Administration of Discipline; The University of California Personnel Policies for Staff Members and UC San Diego
Implementing Procedures, Appendix II-Personnel Policies for Senior Managers; The University of California, San Diego Student
Conduct Code; UC San Diego House Officer Policy and Procedure Document; and applicable university collective bargaining
agreements. For further information or inquiries, contact the director of the Office of Academic Diversity and Equal Opportunity,
the Director of Accommodation Counseling and Consulting Services, and the Office of Equal Opportunity/Staff Affirmative Action,
and/or the director of the Office for the Prevention of Harassment and Discrimination. To the extent that any information presented
in this document is interpreted as being a conflict with university policies, procedures, or applicable collective bargaining
agreements, the terms of those university policies, procedures, and agreements shall govern.
Table of Contents
I.
Introduction ........................................................................................................ 1
II.
Designation of Responsibility (41 CFR § 60-2.17(a)), Internal/External
Dissemination of EEO Policy Statement (41 CFR §60-1.4), and Record Retention
(41 CFR § 60-1.12) ............................................................................................... 3
III.
Organizational Profile/Workforce Analysis (41 CFR § 60-2.11(c)) ........................... 7
IV.
Job Group Analysis (41 CFR § 60-2.12) and Placement of Incumbents in Job
Groups (41 CFR § 60-2.13) .................................................................................. 9
V.
Availability (41 CFR § 60-2.14), Utilization (41 CFR § 60-2.15), and Placement
Goals (41 CFR § 60-2.16) .................................................................................... 11
VI.
Identification of Problem Areas (41 CFR § 60-2.17(b))........................................... 15
VII.
Action-Oriented Programs (41 CFR § 60-2.17(c)) .................................................. 27
VIII. Internal Audit and Reporting (41 CFR § 60-2.17(d)) ............................................. 76
IX.
Compliance with Guidelines on Discrimination Because of Religion or National
Origin (41 CFR § 60-50) ...................................................................................... 79
X.
Compliance with Sex Discrimination Guidelines (41 CFR § 60-20) ....................... 81
XI.
Affirmative Action Plan for Protected Veterans (41 CFR § 41 CRF § 60-300) and
Individuals with Disabilities (41 CFR § 60-741) .................................................... 83
Appendices
A.
University of California – Policy: Nondiscrimination and Affirmative Action Policy
Regarding Academic and Staff Employment
B.
Reaffirmation of UC San Diego’s Equal Employment Opportunity/Affirmative
Action Policy
C.
Reaffirmation of UC San Diego's Policy on Sexual Harassment
D.
Reaffirmation of UC San Diego’s Commitment to be Accessible to Individuals
with Disabilities
E.
UC San Diego Staff Job Titles by Job Group, 2013-2014
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
I. Introduction
Excellence and diversity are invaluable, complementary assets of the University of California,
San Diego (UC San Diego or University). Extraordinary accomplishments that make UC San
Diego a premiere institution of higher education are the result of the commitment and efforts of
its student, faculty, and staff population. In particular, the staff workforce has significantly
contributed to UC San Diego's pursuit of excellence.
As a federal contractor, UC San Diego is an affirmative action/equal opportunity employer.
This Staff Affirmative Action Plan was developed in conformance with University policy and
applicable regulations written by the U.S. Department of Labor/Office of Federal Contract
Compliance Programs. It formally reaffirms UC San Diego’s equal employment opportunity/
nondiscrimination policy and its responsibility for implementation. As a progress monitoring
tool, this plan summarizes UC San Diego’s employment activities and affirmative action
progress from November 1, 2013 to October 31, 2014. It also identifies job areas where women
and minorities are underutilized and addresses action-oriented programs for remedying those
deficiencies during the period of November 1, 2014 to October 31, 2015.
Additionally, this plan constitutes the annual update of the plan for covered veterans and
people with disabilities.
Listed below are the specific affirmative action programs in this plan and their respective
governing regulations:
•
Women and Minorities 1 - governed by 41 Code of Federal Regulations (CFR), Part 60-2,
Subpart B (revised and effective on December 13, 2000), which implements Executive
Order 11246, as amended by Executive Orders 11375 and 12086
•
Protected Veterans 2 - governed by 41 CFR, Part 60-300, which implements Section 402
of the Vietnam Era Veterans Readjustment Assistance Act of 1974, as amended
•
Individuals with Disabilities - governed by 41 CFR, Part 60-741, which implements
Section 503 of the Rehabilitation Act of 1973, as amended
The University maintains its commitment to affirmative action programs in accordance with UC
policies and applicable federal and state regulations. Additionally, UC San Diego implements
its affirmative action programs in compliance with Article I, Section 31 (Proposition 209) of the
California Constitution. UC San Diego is especially committed to correcting underutilization by
providing outreach programs to job applicants and staff.
As a major employer in a culturally and socially diverse community, UC San Diego has made
progress in diversifying its staff workforce. The University aspires to sustain equal opportunity
and achieve further diversity in its workplace. Sound affirmative action programs, equal
employment opportunity policies and practices, and diversity education programs are essential
for sustaining the excellent and diverse quality of our workforce.
As specified in Section 60-2.11, minorities include the following ethnic groups: Blacks, Hispanics, Asians/Pacific
Islanders, and American Indians/Alaskan Natives.
1
The term “protected veteran,” which is being used throughout this plan, includes the following groups: disabled
veterans; recently separated veterans; veterans who served on active duty in the U.S. military, ground, naval or air
service during a war or in a campaign or expedition for which a campaign badge has been authorized; and Armed
Forces service medal veterans.
2
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Introduction
Page 1
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2014, 2015
Page 2
II. Designation of Responsibility (41 CFR § 60-2.17(a)),
Internal/External Dissemination of EEO Policy Statement (41 CFR § 60-1.4),
and Record Retention (41 CFR § 60-1.12)
Designation of Responsibility for Implementation of the Staff Affirmative Action Program
A. Campus-wide
1. Chancellor
The Chancellor, guided by policies established by The Regents and the President of the
University, has the ultimate responsibility for UC San Diego’s Staff Affirmative Action
Program. The Chancellor also presides over the Diversity Council in overseeing a broad
agenda of proactive measures and activities that will positively impact diversity at UC
San Diego.
2. UC San Diego Diversity Council
To strengthen the impact and cohesiveness of UC San Diego’s diversity effort, the
Chancellor established the UC San Diego Diversity Council in 1998. Comprised of
faculty, staff, students and local community members, the Diversity Council advises the
Chancellor on the appropriate goals to which UC San Diego should aspire to create a
diverse campus community and assesses progress toward achieving those goals. The
Council identifies those programs that can have the greatest positive impact on campus
diversity, and recommends how the resources might best be utilized and coordinated to
achieve the campus equal opportunity, affirmative action and diversity goals. It also
identifies barriers to achieving greater diversity at UC San Diego and provides
recommendations on how to overcome those barriers. Additionally, the Council assesses
how the UC San Diego Principles of Community, along with campus regulations and
policies, are being applied. The Council also makes recommendations on how to
improve the communication of the Principles to faculty, students, and staff.
B. Staff Personnel
1. Vice Chancellor – Business Affairs
Reporting directly to the Chancellor, the Vice Chancellor – Business Affairs serves as
the chief administrator and coordinator of staff affirmative action. As such, the Vice
Chancellor has the responsibility of executing all aspects of the Staff Affirmative Action
Program.
3. Assistant Vice Chancellor - Human Resources
The Chancellor and Vice Chancellor - Business Affairs have delegated to the Assistant
Vice Chancellor - Human Resources administrative responsibility for implementing the
Staff Affirmative Action Program. Specifically, this incumbent oversees and ensures that
the equal employment opportunity (EEO) and affirmative action procedures for UC San
Diego staff comply with federal and state regulations; advises the Chancellor and Vice
Chancellor - Business Affairs on matters regarding EEO and staff affirmative action
policies and procedures; and serves as the principal liaison between UC San Diego and
the Office of the President, UC campuses, universities, state and federal agencies, and
community-based organizations.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Responsibility, Dissemination and Retention
Page 3
4. Director, Equal Opportunity/Staff Affirmative Action and Accommodation Counseling
and Consulting Services
The Director, Equal Opportunity/Staff Affirmative Action and Accommodation
Counseling and Consulting Services, advises the Vice Chancellor - Business Affairs and
the Assistant Vice Chancellor - Human Resources in all matters pertaining to EEO and
affirmative action. This individual is also responsible for designing and implementing an
audit and reporting system; directing analyses to identify underutilized areas;
establishing campus-wide goals for staff hiring; coordinating narrative and statistical
report development; and training supervisors and advising them of their responsibilities
with respect to EEO policy, affirmative action, and the law. In addition to acting as a
consultant to the Chancellor’s Diversity Council, the incumbent serves as a liaison
between UC San Diego and organizations for women, minorities, individuals with
disabilities, and community action groups concerned with employment opportunities for
covered veterans. Furthermore, the Director serves as a liaison between UC San Diego
and the Office of the President, other UC campuses, universities, state and federal
agencies, and community-based organizations.
5. Vice Chancellors’ Affirmative Action Work Group
This work group, which consists of representatives from each Vice Chancellor area, is
designated with the following charge: plan and develop action-oriented programs to
meet affirmative action objectives in their respective units; establish appropriate
monitoring mechanisms for evaluating affirmative action progress in their areas;
evaluate and recommend improvements for programs or procedures that will ensure
effective good faith efforts toward realizing affirmative action objectives; and share best
practices information among the Vice Chancellor units.
6. Department Heads
Department heads are responsible for implementing practices and procedures to
support the University’s nondiscrimination policy. They are also responsible for
exercising good faith efforts in support of the University’s affirmative action programs.
7. Supervisors/Managers
Supervisors and managers are responsible and accountable for implementing the EEO
policy, affirmative action, and diversity programs that are consistent with state and
federal regulations in all phases of the employment process.
Internal and External Dissemination of EEO Policy Statement
A. Internal Dissemination
1. Campus-wide
Annually, the Chancellor reaffirms the University’s EEO policy, which is distributed to
all UC San Diego employees electronically (see Appendices A and B). UC San Diego also
publishes the policy in the Staff Personnel Policy Manual, the Policy and Procedure
Manual, and in all collective bargaining agreements.
The Chancellor’s Office annually disseminates the following policy statements:
Reaffirmation of UC San Diego’s Policy on Sexual Harassment Prevention (see Appendix
C), and Reaffirmation of UC San Diego’s Commitment to be Accessible to Individuals
with Disabilities (see Appendix D). These policy statements, including the EEO policy,
are posted throughout the campus and UC San Diego Medical Center on bulletin
boards and areas designated for public notices and information.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Responsibility, Dissemination and Retention
Page 4
The Staff Affirmative Action Plan, which contains the University’s EEO and nondiscrimination policy, is made available at the Geisel Library and the Human Resources
Equal Opportunity/Staff Affirmative Action (HR-EO/SAA) office and online.
UC San Diego has established a process whereby employees and supervisors are well
informed about the policy statement. As a standard procedure, all new employees are
informed about the policy at the New Employee Orientation sessions. At the supervisory
training classes, supervisors are informed of the policy and their responsibilities for
implementing it. On a regular basis, Human Resources (HR) and HR-EO/SAA conduct
special meetings with managers, supervisors, and academic business administrators to
explain the policy and their responsibilities for implementing it. Through campus
notices and electronic mail, HR-EO/SAA regularly informs the campus community
about the division’s functions and the training and career development programs that it
offers.
Staff employees, including minorities, women and individuals with disabilities, are
featured in information brochures, University publications, and job advertisements.
Additionally, articles covering the EEO policy; staff affirmative action programs; and
promotions and achievements of UC San Diego employees, including minorities,
women, covered veterans and individuals with disabilities; appear regularly in the
University’s newspapers.
2. Organizational Units
On an ongoing basis, the Chancellor reaffirms UC San Diego’s commitment to EEO and
affirmative action at the annual address to the Academic Senate. Each year, Vice
Chancellors update their plans for disseminating the EEO/AA policy statement to all
employees within their unit. Chapter VII of this plan discusses specific actions that
have been accomplished and activities planned for dissemination of the EEO policy in
each Vice Chancellor area. In addition, the Director of HR-EO/SAA continues to make a
presentation of the EEO policy and the University’s Staff Affirmative Action Plan to the
senior managers and staff within each Vice Chancellor area annually.
B. External Dissemination
The external dissemination of the EEO policy statement, which covers contracting and
employment, will continue to be accomplished in the following manner:
1. To reiterate the University’s EEO and affirmative action commitment, the Chancellor
annually writes a letter to “Friends of the University.” This letter has been and will
continue to be sent to various recruitment sources in the San Diego community and
throughout the State of California. In addition to informing the recruitment sources
about the University’s EEO policy, the Chancellor also encourages them to identify and
refer all potentially qualified candidates, including minorities, women, individuals with
disabilities and covered veterans, to the University’s job openings.
2. The consolidated EEO/AA clause is included in all recruitment advertising, outreach
publications, applications, and brochures given to applicants, recruitment sources, and
the public at large. It is also included in all purchase orders and contracts covered by
Executive Order 11246, as amended. The EEO/AA clause notifies prospective vendors
and suppliers about their obligations regarding EEO-related matters.
3. Prospective employees are informed of the availability of the University’s Staff
Affirmative Action Plan.
4. University staff communicates the UC nondiscrimination policy to the public through
job fairs and other community outreach activities.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Responsibility, Dissemination and Retention
Page 5
5. Posted electronically on the Internet, this policy statement is widely accessible to all
University employees and the general public.
Record Retention
UC San Diego complies with record retention requirements per 41 CFR 60-1.12, and has
implemented policies to comply with this record retention requirement to maintain personnel
and employment records for a period of not less than two years from the date the record was
created or the date of the personnel action involved, whichever occurs later.
Where UC San Diego has received notice that a complaint of discrimination has been filed, that
a compliance evaluation has been initiated, or that an enforcement action has been
commenced, UC San Diego shall preserve all personal records relevant to the complaint,
compliance evaluation or enforcement action.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Responsibility, Dissemination and Retention
Page 6
III. Organizational Profile/Workforce Analysis (41 CFR § 60-2.11(c))
Annually, UC San Diego develops an organizational profile to provide an overview of the staff
workforce. This report assists the University in identifying organizational units where women or
minorities are underrepresented or concentrated.
Using the October 31st payroll data, UC San Diego conducts an analysis of its career staff
workforce composition by sex, ethnicity and department within each Vice Chancellor unit. A
career staff appointment is defined as an appointment established at a fixed or variable
percentage of time at 50 percent or more of full-time, which is expected to continue for one year
or longer.
For each department, all staff employee counts are summarized by job titles that are ranked,
from the lowest to the highest, by salary range. The following statistics are displayed for each of
the listed job titles: total number of incumbents; total number of male and female incumbents;
and total number of male and female incumbents broken down by the following ethnic groups:
Black, Hispanic, Asian/Pacific Islander, and American Indian/Alaskan Native.
UC San Diego maintains one staff affirmative action plan for all career staff employed at the
main campus (La Jolla) and off-campus subordinate sites. The UC San Diego Workforce
Analysis Report includes all career staff working on- or off-campus in various locations, listed
as follows (numbers denote total incumbents):
On Campus
Off Campus
7,482
Medical Center, Hillcrest
Professional Center, La Jolla
Point Loma
Thornton Hospital
VA Hospital
Storehouse, Trade Street
Extension, Off Campus
University Total
4,063
202
128
1,392
34
30
81
5,930
13,412
The Chancellor, who is not included in this plan, is being reported in the University of
California, Office of the President’s Affirmative Action Plan. Also, this Staff Affirmative Action
Plan does not include non-career staff or academic personnel, i.e., faculty, research staff, and
librarians. Academic personnel, i.e. faculty, research staff and librarians, are reported in the
Academic Affirmative Action Plan, which is maintained by the Office of Academic Diversity and
Equal Opportunity.
The October 31, 2014 Workforce Analysis Report contains 399 departments under the
Chancellor’s Office and eight Vice Chancellor units. Due to its large volume, the report is filed
in the Office of the Human Resources-Equal Opportunity/Staff Affirmative Action (EO/SAA).
Equal Opportunity/Staff Affirmative Action annually reviews and updates the workforce
analysis of UC San Diego career staff employees, including those who work off campus. Also,
EO/SAA updates and publishes quarterly information about the University’s career staff
workforce summarized by employment program and Vice Chancellor unit.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Organizational Profile/Workforce Analysis
Page 7
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Organizational Profile/Workforce Analysis
Page 8
IV. Job Group Analysis (41 CFR § 60-2.12)
Placement of Incumbents in Job Groups (41 CFR § 60-2.13)
A job group analysis is the first step for determining placement goals. It categorizes all UC San
Diego staff job titles into appropriate job groups based on their similar content and
responsibilities, wage rates, and opportunities. As a general practice, job title and job group
assignments at UC San Diego are reviewed and updated as appropriate. These 28 job groups
and their respective job titles, sorted in the order of their maximum monthly salary ranges, are
listed (see Appendix E).
UC San Diego maintains one staff affirmative action plan for all employees working at the main
campus (La Jolla) or off campus subordinate sites. UC San Diego has a comprehensive record
keeping system to identify all these employees by location. The UC San Diego job group
analysis includes all UC San Diego staff job titles that are on campus and off campus. A
breakdown of the career staff incumbents by location is as follows:
On Campus
Off Campus
7,482
Medical Center, Hillcrest
Professional Center, La Jolla
Point Loma
Thornton Hospital
VA Hospital
Storehouse, Trade Street
Extension, Off Campus
University Total
5,930
4,063
202
128
1,392
34
30
81
13,412
The Chancellor’s title, which is not included in this plan, is being reported in the University of
California, Office of the President’s Affirmative Action Plan. Also, this job group analysis does
not include non-career staff or academic personnel, i.e., faculty, research staff, and librarians.
Academic personnel, i.e. faculty, research staff, and librarians are reported in the Academic
Affirmative Action Plan, which is maintained by the Office of Academic Diversity and Equal
Opportunity.
Table 1 on the following page displays the number of career staff incumbents and percentages
of women and minorities in each of the 28 staff job groups, as of October 31, 2014.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Job Group Analysis and Placement of Incumbents in Job Groups
Page 9
Table 1 Career Staff Workforce by Job Group, October 31, 2014
Total
Senior M anagement Group
Femal e
Bl ack
Hispanic
Asian/Pac
Isl ander
Am Ind/
Al a Native
Unknow n
M inorities
T otal
%
T otal
%
T otal
%
T otal
%
T otal
%
T otal
%
T otal
%
A01- Executive
16
6
38%
1
6%
1
6%
1
6%
0
0%
1
6%
3
19%
M anagement and Senior Professional
A02 - MSP Medical P rofessionals
129
97
75%
3
2%
6
5%
24
19%
1
1%
4
3%
34
26%
A03 - MSP T echnical P rofessionals
405
120
30%
9
2%
32
8%
73
18%
2
0%
6
1%
116
29%
A04 - MSP Managers
435
260
60%
19
4%
40
9%
45
10%
2
0%
11
3%
106
24%
B01 - Health Care, Level I
1129
819
73%
127
11%
381
34%
314
28%
2
0%
64
6%
824
73%
B02 - Health Care, Level II
617
398
65%
33
5%
149
24%
128
21%
1
0%
26
4%
311
50%
B11 - Sci Research, Level I
653
460
70%
14
2%
109
17%
183
28%
4
1%
16
2%
310
47%
B12 - Sci Research, Level II
462
275
60%
9
2%
47
10%
112
24%
2
0%
9
2%
170
37%
B21 - Admin/P ara P rof, Level I
742
588
79%
40
5%
138
19%
123
17%
7
1%
10
1%
308
42%
B22 - Admin/P ara P rof, Level II
681
558
82%
41
6%
116
17%
162
24%
5
1%
13
2%
324
48%
B23 - Admin/P ara P rof, Level III
815
554
68%
43
5%
111
14%
151
19%
6
1%
16
2%
311
38%
B30 - Student Affairs
433
338
78%
28
6%
112
26%
73
17%
3
1%
5
1%
216
50%
B40 - Communications/Arts
138
75
54%
0
0%
12
9%
20
14%
1
1%
2
1%
33
24%
B51 - Info T echnology, Level I
337
83
25%
20
6%
53
16%
90
27%
4
1%
14
4%
167
50%
111
Professional and Support Staff
B52 - Info T echnology, Level II
365
30%
16
4%
30
8%
117
32%
3
1%
10
3%
166
45%
1126 82%
38
3%
108
8%
525
38%
6
0%
67
5%
677
49%
597
523
88%
13
2%
35
6%
137
23%
1
0%
10
2%
186
31%
714
571
80%
27
4%
98
14%
211
30%
4
1%
32
4%
340
48%
C01 - Scientific T echnicians
242
118
49%
9
4%
64
26%
72
30%
1
0%
10
4%
146
60%
C02 - T echnicians
152
19
13%
6
4%
22
14%
15
10%
3
2%
6
4%
46
30%
C03 - Architects, Eng & Fac P rofs
91
32
35%
1
1%
14
15%
17
19%
0
0%
2
2%
32
35%
274
76%
58
16%
101
28%
78
22%
4
1%
14
4%
241
67%
1030 85%
96
8%
333
27%
219
18%
7
1%
31
3%
655
54%
2
5%
2
5%
3
8%
1
3%
3
8%
8
22%
B61 - Nurses, Level I
1375
B62 - Nurses, Level II
B70 - Health Care P rofessionals
D01 - Clerical, Level I
362
D02 - Clerical, Level II
1217
F01 - Marine T rades
37
1
3%
F02 - Crafts
213
3
1%
9
4%
55
26%
32
15%
1
0%
3
1%
97
46%
H01 - Dining Services
265
127
48%
36
14%
99
37%
57
22%
0
0%
21
8%
192
72%
H02 - Custodial/Grounds
559
264
47%
63
11%
326
58%
83
15%
1
0%
35
6%
473
85%
H03 - Services
231
49
21%
28
12%
70
30%
27
12%
2
1%
8
3%
127
55%
8,879 66%
789
6%
2,664 20% 3,092 23%
74
1%
449
3%
Total 13,412
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Job Group Analysis and Placement of Incumbents in Job Groups
Page 10
6,619 49%
V. Availability (41 CFR § 60-2.14),
Utilization (41 CFR § 60-2.15), and
Placement Goals (41 CFR § 60-2.16)
Availability
Availability is an estimate of the number of qualified women and minorities available for
employment in a job group, expressed as a percentage of all qualified persons available for
employment in the job group. To determine if barriers to equal employment opportunity may
exist within a particular job group, this analysis helps establish a benchmark against which
the staff workforce of UC San Diego can be compared. Additionally, this analysis creates the
basis for determining if women or minorities are underutilized within a job group whereby
placement goals can be developed to correct the situation.
As required by federal regulations, UC San Diego develops availability by using the following
two factors:
(1) The percentage of women or minorities with requisite skills in the reasonable
recruitment area. The reasonable recruitment area is defined as the area from which
UC San Diego normally recruits its job applicants for each of the 28 job groups. The
rationale for selecting the recruitment area for each job group is that they are the areas
in which a diverse pool of qualified applicants is likely to exist.
Depending on the level of the job categories, the reasonable recruitment area could be
nationwide, statewide (California), regional (including the counties of San Diego,
Orange, Imperial, Riverside, and Los Angeles), or local (San Diego County). For example,
the search for an Assistant Vice Chancellor would be conducted at the national level.
On the other hand, the job advertisement for a Senior Architect could be done at the
regional level, while the recruitment for a Cashier could be done at the local level. Using
historical recruitment data, UC San Diego identifies the reasonable recruitment area for
each of the 28 job groups.
(2) The percentage of women or minorities among those promotable, transferable, and
trainable at UC San Diego.
UC San Diego identifies promotable, transferable and trainable employees who are
potential feeders for each of the 28 job groups and provides a rationale for the selection
of the pool(s). Using historical data, UC San Diego obtains the number of employees
who were promoted or transferred into a particular job group. Subsequently, through
weighting and extrapolations, it derives the percentages of promotable, transferable and
trainable women and minorities for all the job groups.
As all the staff job groups contain job titles with different availability rates, UC San Diego
calculates a composite availability figure for women, Blacks, Hispanics, Asians/Pacific
Islanders and American Indians/Alaskan Natives within each of the 28 job groups. In
examining the two factors, UC San Diego assigns factor weights to the data sources that are
considered relevant to the estimation process. Rationale for such decisions are justified and
documented in the analysis form.
UC San Diego regularly analyzes and revises availability statistics, as appropriate, for staff job
groups at UC San Diego, in accordance with the requirements of federal regulation 41 CFR §
60-2.14.
The availability percentages for each job group are shown in the utilization analysis in Table 2.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Availability, Utilization and Placement Goals
Page 11
Utilization - Comparing Incumbency to Availability
The utilization analysis requires comparison of two sets of data:
(1) Percentages of women and minorities workforce represented in a job group pursuant to
41 CFR § 60-2.13, and
(2) Percentages of women and minorities available in the relevant job market determined
pursuant to 41 CFR § 60-2.14.
In identifying underutilized areas for the period of November 1, 2013 to October 31, 2014,
Human Resources - Equal Opportunity/Staff Affirmative Action (HR-EO/SAA) compared UC
San Diego's October 31, 2014 workforce data with the latest availability data in each of the 28
staff job groups. A job group is identified as underutilized when the percentage of women or
minorities employed in a particular job group is less than would reasonably be expected given
their availability percentage in the job market, by at least one whole person. Table 2 shows the
results of the required comparisons.
Placement Goals
When underutilized areas in job groups are identified pursuant to 41 CFR § 60-2.15, goals
must be set to increase the representation of women and minorities in those areas.
Designed to rectify underutilization, goals represent a benchmark for evaluating the
University's affirmative action progress. They serve as objectives reasonably attainable by
means of applying every good faith effort to make all aspects of the affirmative action program
work. They provide guidance for an employer to focus on outreach and other efforts in areas
where underutilization of women or minorities has been identified.
Goals are designed to be met only if hiring opportunities arise; they do not require the hiring of
a person who is less qualified, nor do they require an employer to hire a specified number of
persons. Such a requirement would constitute a quota, which is expressly forbidden.
In summary, the University must be nondiscriminatory in making all of its employment
decisions.
At UC San Diego, annual percentage placement goals for job groups identified as underutilized
are set equivalent to their availability percentages, which are shown in Table 2 on the following
page. Table 3 shows the placement goals established for job groups that have been identified as
underutilized in Table 2.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Availability, Utilization and Placement Goals
Page 12
Table 2 UC San Diego Underutilization Analysis, 2014-15 (as of 10/31/14)
Total
Seni or M anagement Group
Femal e
Bl ack
Hi spani c
Am Ind/
Al a Nati ve
M i nori ti es
Avai l
Rep
Avai l
Rep
Avai l
Rep
Avai l
Rep
Avai l
16 32%
38%
4%
6%
4%
6%
6%
6%
0%
0%
14%
19%
A02 - MSP Medical P rofessionals
129 70%
75%
2%
2%
5%
5%
14%
19%
0%
1%
21%
26%
A03 - MSP T echnical P rofessionals
405 28%
30%
3%
2%
6%
8%
17%
18%
1%
0.5%
27%
29%
A04 - MSP Managers
435 62%
60%
5%
4%
10%
9%
10%
10%
1%
0.5%
26%
24%
1129 75%
73%
9%
11%
25%
34%
14%
28%
1%
0.2%
49%
73%
B02 - Health Care, Level II
617 69%
65%
11%
5%
24%
24%
17%
21%
1%
0.2%
53%
50%
B11 - Sci Research, Level I
653 47%
70%
4%
2%
13%
17%
22%
28%
1%
0.6%
40%
47%
B12 - Sci Research, Level II
462 50%
60%
3%
2%
8%
10%
20%
24%
0%
0.4%
31%
37%
B21 - Admin/P ara P rof, Level I
742 82%
79%
7%
5%
18%
19%
13%
17%
1%
0.9%
39%
42%
B22 - Admin/P ara P rof, Level II
681 72%
82%
7%
6%
18%
17%
15%
24%
1%
0.7%
41%
48%
B23 - Admin/P ara P rof, Level III
815 68%
68%
5%
5%
14%
14%
13%
19%
1%
0.7%
33%
38%
B30 - Student Affairs
433 78%
78%
7%
7%
16%
26%
9%
17%
1%
0.7%
33%
50%
B40 - Communications/Arts
138 57%
54%
6%
0%
12%
9%
9%
15%
1%
0.7%
28%
24%
B51 - Info T echnology, Level I
337 38%
25%
7%
6%
11%
16%
19%
27%
1%
1.2%
38%
50%
B52 - Info T echnology, Level II
365 28%
30%
4%
4%
8%
8%
19%
32%
1%
0.8%
32%
45%
1375 90%
82%
6%
3%
8%
8%
20%
38%
1%
0.4%
35%
49%
B62 - Nurses, Level II
597 90%
88%
4%
2%
6%
6%
26%
23%
0%
0.2%
36%
31%
B70 - Health Care P rofessionals
714 76%
80%
5%
4%
12%
14%
25%
30%
0%
0.6%
42%
48%
C01 - Scientific T echnicians
242 52%
49%
5%
4%
32%
26%
17%
30%
1%
0.4%
55%
60%
C02 - T echnicians
152 17%
13%
6%
4%
15%
15%
15%
10%
1%
2%
37%
30%
91 27%
35%
3%
1%
8%
15%
15%
19%
1%
0%
27%
35%
362 73%
76%
9%
16%
20%
28%
14%
22%
1%
1.1%
44%
67%
1217 79%
85%
10%
8%
22%
27%
14%
18%
1%
0.6%
47%
54%
A01- Executive
Rep Avai l Rep
Asi an/Pac
Isl ander
M anagement and Seni or Professi onal
Professi onal and Support Staff
B01 - Health Care, Level I
B61 - Nurses, Level I
C03 - Architects, Eng & Fac P rofs
D01 - Clerical, Level I
D02 - Clerical, Level II
F01 - Marine T rades
37
0%
3%
11%
5%
1%
5%
12%
8%
0%
2.7%
24%
22%
F02 - Crafts
213
5%
1%
4%
4%
32%
26%
11%
15%
1%
0.5%
48%
46%
H01 - Dining Services
265 50%
48%
14%
14%
36%
37%
20%
22%
1%
0%
71%
72%
H02 - Custodial/Grounds
559 35%
47%
12%
11%
49%
58%
9%
15%
0%
0.2%
70%
85%
H03 - Services
231 23%
21%
12%
12%
32%
30%
9%
12%
1%
0.9%
54%
55%
Total percentages may be affected by rounding.
Shading denotes underutilized area
Minorities include the following ethnic groups: Blacks, Hispanics, Asians/Pacific Islanders and American Indians/Alaskan Natives
* The Chancellor is included in the University of California Office of the President Affirmative Action Plan.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Availability, Utilization and Placement Goals
Page 13
Table 3 UC San Diego Underutilized Areas/Placement Goals, 2014-15
Femal e
Bl ack
Hispanic
Asian/Pac
Isl ander
Am Ind/
Al a Native
M inorities
Senior M anagement Group
A01- Executive
M anagement and Senior Professional
A02 - MSP Medical P rofessionals
3%
A03 - MSP T echnical P rofessionals
A04 - MSP Managers
62%
5%
1%
10%
1%
26%
Professional and Support Staff
B01 - Health Care, Level I
75%
B02 - Health Care, Level II
69%
1%
11%
1%
B11 - Sci Research, Level I
4%
1%
B12 - Sci Research, Level II
3%
B21 - Admin/P ara P rof, Level I
82%
7%
7%
B22 - Admin/P ara P rof, Level II
53%
1%
18%
1%
1%
B23 - Admin/P ara P rof, Level III
1%
B30 - Student Affairs
B40 - Communications/Arts
57%
6%
B51 - Info T echnology, Level I
38%
7%
12%
1%
28%
1%
B52 - Info T echnology, Level II
B61 - Nurses, Level I
90%
6%
B62 - Nurses, Level II
90%
4%
1%
26%
36%
5%
B70 - Health Care P rofessionals
C01 - Scientific T echnicians
52%
5%
C02 - T echnicians
17%
6%
C03 - Architects, Eng & Fac P rofs
32%
1%
15%
37%
3%
1%
10%
1%
D01 - Clerical, Level I
D02 - Clerical, Level II
11%
F01 - Marine T rades
F02 - Crafts
H01 - Dining Services
5%
50%
24%
1%
1%
12%
H02 - Custodial/Grounds
H03 - Services
12%
32%
23%
32%
1%
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Availability, Utilization and Placement Goals
Page 14
48%
VI. Identification of Problem Areas (41 CFR § 60-2.17(b))
Workforce by Organizational Unit and Job Group (41 CFR § 60-2.17(b)(1))
Annually, HR-EO/SAA conducts underutilization analysis at the Vice Chancellor (VC) unit
level. Unlike the total campus goal-setting process, percentage goals at this level are not
specifically required by the regulations. Summarized by job group within Vice Chancellor units,
this analysis helps Vice Chancellors focus their outreach and recruitment efforts in correcting
underutilization in their respective area.
The Vice Chancellors are informed about the underutilized areas under their jurisdiction. In
turn, they develop plans and formulate action-oriented programs for remedying the deficiency.
Chapter VII incorporates the Vice Chancellors’ plans for this period. Also, on an ongoing basis,
UC San Diego conducts internal auditing and reporting systems, discussed in Chapter VIII, to
measure the effectiveness of these programs.
Table 4 on the following pages summarizes the underutilized areas by Vice Chancellor unit for
2014-2015.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 15
Table 4 Underutilized Areas by Vice Chancellor Unit, 2014-15
VC Academi c Affai rs
Seni or M anagement Group
A01- Executive
Femal e
Bl ack
Hi sp
API
AI/AN
Femal e
Bl ack
Hi sp
API
AI/AN
M anagement & Seni or Professi onal
A03 - MSP T echnical P rofessionals
A04 - MSP Managers
Professi onal and Support Staff
B11 - Sci Research, Level I
B12 - Sci Research, Level II
B21 - Admin/P ara P rof, Level I
B22 - Admin/P ara P rof, Level II
B23 - Admin/P ara P rof, Level III
B30 - Student Affairs
B40 - Communications/Arts
B51 - Info T echnology, Level I
B52 - Info T echnology, Level II
B70 - Health Care P rofessionals
C01 - Scientific T echnicians
C02 - T echnicians
C03 - Architects, Eng & Fac P rofs
D01 - Clerical, Level I
D02 - Clerical, Level II
F02 - Crafts
H02 - Custodial/Grounds
H03 - Services
VC M ari ne Sci ences
Seni or M anagement Group
A01- Executive
M anagement & Seni or Professi onal
A03 - MSP T echnical P rofessionals
A04 - MSP Managers
Professi onal and Support Staff
B11 - Sci Research, Level I
B12 - Sci Research, Level II
B21 - Admin/P ara P rof, Level I
B22 - Admin/P ara P rof, Level II
B23 - Admin/P ara P rof, Level III
B30 - Student Affairs
B40 - Communications/Arts
B51 - Info T echnology, Level I
B52 - Info T echnology, Level II
C01 - Scientific T echnicians
C02 - T echnicians
C03 - Architects, Eng & Fac P rofs
D01 - Clerical, Level I
D02 - Clerical, Level II
F01 - Marine T rades
F02 - Crafts
H01 - Dining Services
H03 - Services
AP I – Asian/P acific Islander
AI/AN – American Indian/Alaskan Native
Underutilized
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 16
Table 4 Underutilized Areas by Vice Chancellor Unit, 2014-15
VC Heal th Sci ences
Seni or M anagement Group
A01- Executive
Femal e
Bl ack
Hi sp
API
AI/AN
Femal e
Bl ack
Hi sp
API
AI/AN
M anagement & Seni or Professi onal
A02 - MSP Medical P rofessionals
A03 - MSP T echnical P rofessionals
A04 - MSP Managers
Professi onal and Support Staff
B01 - Health Care, Level I
B02 - Health Care, Level II
B11 - Sci Research, Level I
B12 - Sci Research, Level II
B21 - Admin/P ara P rof, Level I
B22 - Admin/P ara P rof, Level II
B23 - Admin/P ara P rof, Level III
B30 - Student Affairs
B40 - Communications/Arts
B51 - Info T echnology, Level I
B52 - Info T echnology, Level II
B61 - Nurses, Level I
B62 - Nurses, Level II
B70 - Health Care P rofessionals
C01 - Scientific T echnicians
C02 - T echnicians
D01 - Clerical, Level I
D02 - Clerical, Level II
H01 - Dining Services
H03 - Services
VC Busi ness Affai rs
M anagement & Seni or Professi onal
A03 - MSP T echnical P rofessionals
A04 - MSP Managers
Professi onal and Support Staff
B21 - Admin/P ara P rof, Level I
B22 - Admin/P ara P rof, Level II
B23 - Admin/P ara P rof, Level III
B30 - Student Affairs
B40 - Communications/Arts
B51 - Info T echnology, Level I
B52 - Info T echnology, Level II
B70 - Healthcare P rofessionals
C02 - T echnicians
C03 - Architects, Eng & Fac P rofs
D01 - Clerical, Level I
D02 - Clerical, Level II
F02 - Crafts
H01 - Dining Services
H02 - Custodial/Grounds
H03 - Services
AP I – Asian/P acific Islander
AI/AN – American Indian/Alaskan Native
Underutilized
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 17
Table 4 Underutilized Areas by Vice Chancellor Unit, 2014-15
VC UC San Di ego Heal th System
Seni or M anagement Group
A01- Executive
Femal e
Bl ack
Hi sp
API
AI/AN
Femal e
Bl ack
Hi sp
API
AI/AN
M anagement & Seni or Professi onal
A02 - MSP Medical P rofessionals
A03 - MSP T echnical P rofessionals
A04 - MSP Managers
Professi onal and Support Staff
B01 - Health Care, Level I
B02 - Health Care, Level II
B21 - Admin/P ara P rof, Level I
B22 - Admin/P ara P rof, Level II
B23 - Admin/P ara P rof, Level III
B40 - Communications/Arts
B51 - Info T echnology, Level I
B52 - Info T echnology, Level II
B61 - Nurses, Level I
B62 - Nurses, Level II
B70 - Health Care P rofessionals
C02 - T echnicians
C03 - Architects, Eng & Fac P rofs
D01 - Clerical, Level I
D02 - Clerical, Level II
F02 - Crafts
H01 - Dining Services
H02 - Custodial/Grounds
H03 - Services
VC Student Affai rs
Seni or M anagement Group
A01- Executive
M anagement & Seni or Professi onal
A03 - MSP T echnical P rofessionals
A04 - MSP Managers
Professi onal and Support Staff
B11 - Admin/P ara P rof, Level I
B21 - Admin/P ara P rof, Level I
B22 - Admin/P ara P rof, Level II
B23 - Admin/P ara P rof, Level III
B30 - Student Affairs
B40 - Communications/Arts
B51 - Info T echnology, Level I
B52 - Info T echnology, Level II
B70 - Healthcare P rofessionals
C02 - T echnicians
D01 - Clerical, Level I
D02 - Clerical, Level II
F02 - Crafts
H01 - Dining Services
H02 - Custodial/Grounds
H03 - Services
AP I – Asian/P acific Islander
AI/AN – American Indian/Alaskan Native
Underutilized
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 18
Table 4 Underutilized Areas by Vice Chancellor Unit, 2014-15
VC Resource M anagement & Pl anni ng
Seni or M anagement Group
Femal e
A01- Executive
Bl ack
Hi sp
API
AI/AN
Femal e
Bl ack
Hi sp
API
AI/AN
Femal e
Bl ack
Hi sp
API
AI/AN
M anagement & Seni or Professi onal
A03 - MSP T echnical P rofessionals
A04 - MSP Managers
Professi onal and Support Staff
B21 - Admin/P ara P rof, Level I
B22 - Admin/P ara P rof, Level II
B23 - Admin/P ara P rof, Level III
B40 - Communications/Arts
B51 - Info T echnology, Level I
B52 - Info T echnology, Level II
B62 - Nurses, Level II
C02 - T echnicians
C03 - Architects, Eng & Fac P rofs
D01 - Clerical, Level I
D02 - Clerical, Level II
F02 - Crafts
H01 - Dining Services
H02 - Custodial/Grounds
H03 - Services
Advancement
Seni or M anagement Group
A01- Executive
M anagement & Seni or Professi onal
A03 - MSP T echnical P rofessionals
A04 - MSP Managers
Professi onal and Support Staff
B21 - Admin/P ara P rof, Level I
B22 - Admin/P ara P rof, Level II
B23 - Admin/P ara P rof, Level III
B30 - Student Affairs
B40 - Communications/Arts
B51 - Info T echnology, Level I
D02 - Clerical, Level II
Chancel l or's Offi ce
Seni or M anagement Group
A01- Executive
M anagement & Seni or Professi onal
A03 - MSP T echnical P rofessionals
A04 - MSP Managers
Professi onal and Support Staff
B21 - Admin/P ara P rof, Level I
B22 - Admin/P ara P rof, Level II
B23 - Admin/P ara P rof, Level III
B40 - Communications/Arts
B51 - Info T echnology, Level I
D02 - Clerical, Level II
AP I – Asian/P acific Islander
AI/AN – American Indian/Alaskan Native
Underutilized
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 19
Analysis of Personnel Activities, November 2013 to October 2014 (41 CFR § 60-2.17(b)(2))
To determine if there are selection disparities, UC San Diego annually analyzes its staff
personnel activities 1 for the period between November 1 and October 31. Using the
representation figures in October 2013 as a baseline and those in October 2014 as a
benchmark, HR-EO/SAA examined the activities within each of the three employment
programs to determine if women and minorities are disproportionately excluded. Results of
these analyses are summarized as follows:
Women
As shown in Table 5, there was an overall net gain of 481 individuals in the career staff
workforce during 2013-2014. Women showed a net gain of 340 people, and men showed a net
gain of 141 people. During the 12-month period, women represented 68% of all the hires, 70%
of all the promotions/reclassifications, and 69% of all the separations. Their representation
across the University is 66% of the total workforce as of October 31, 2014, which is the same
as the previous year.
The number of women in the Senior Management Group decreased from 7 to 6, and overall
representation decreased by 3% to 38%. In the Management and Senior Professional group, the
total number of women increased by 53 people, and their representation increased by 2% to
49%. Professional and Support Staff increased by 288 women and overall female representation
remained at 68%.
Table 5 Summary of Personnel Activities by Gender within Employment Program,
11/1/13-10/31/14
Representati on
i n 2013
Hi res, Rehi res,
Promoti ons,
Li mi ted to Career Recl assi fi cati ons
Separati ons
Representati on
i n 2014
Al l Programs T otal
12,931
1,757
865
1,543
13,412
Male
4,392
34%
565
32%
258
30%
484
31%
4,533
34%
Female
8,539
66%
1,192
68%
607
70%
1,059
69%
8,879
66%
Seni or M anagement Group
T otal
Male
Female
17
2
0
2
16
10
59%
2
100%
0
0%
1
50%
10
62%
7
41%
0
0%
0
0%
1
50%
6
38%
M anagement and Seni or Professi onal
T otal
905
78
102
109
969
Male
481
53%
42
54%
60
59%
63
58%
492
51%
Female
424
47%
36
46%
42
41%
46
42%
477
49%
Professi onal and Support Staff
T otal
12,009
1,677
763
1,432
12,427
Male
3,901
32%
521
31%
198
26%
420
29%
4,031
32%
Female
8,108
68%
1156
69%
565
74%
1,012
71%
8,396
68%
1Hires,
rehires and limited appointment to career conversions are considered as net gains to the career staff workforce.
On the other hand, separations are considered as net losses. Promotions are competitive recruitments, while
reclassifications are noncompetitive placements; both are considered as positive action without incurring net gains or
losses to the workforce.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 20
Under the Chancellor’s directive, the Vice Chancellors are working on a plan to address
remedies where needed. UC San Diego works toward correcting deficiencies in this area of
concern and continues to monitor the progress on a quarterly basis.
Minorities
Table 6 shows that at all program levels, minorities showed a net increase of 337 people
between 2013 and 2014. Minority representation remained at 49% during the 12-month
period.
The Senior Management Group included 3 minority people, and the overall minority
representation increased by 1% to 19%. In the Management and Senior Professional group, the
total number of minorities increased by 20 people, and their representation remained the same
at 26%. The largest gain in minority representation was in the Professional and Support Staff
group, which realized a net increase of 317 people and overall minority increased 1% to 51%.
Under the Chancellor’s directive, the Vice Chancellors are working on a plan to address
remedies where needed. UC San Diego works toward correcting deficiencies in areas of concern
and continues to monitor the progress on a quarterly basis.
Table 6 Summary of Personnel Activities by Ethnicity within Employment Program,
11/1/13-10/31/14
Representati on
i n 2013
Hi res, Rehi res,
Promoti ons,
Li mi ted to Career Recl assi fi cati ons
Separati ons
Representati on
i n 2014
All Programs Total
12,931
1,757
865
1,543
13,412
White
6,207
48%
790
45%
444
51%
823
53%
6,344
47%
Minorities
6,282
49%
843
48%
394
46%
658
43%
6,619
49%
Unknown
424
3%
124
7%
27
3%
62
4%
449
3%
13
76%
1
50%
0
0%
1
50%
12
75%
Minorities
3
18%
1
50%
0
0%
1
50%
3
19%
Unknown
1
6%
0
0%
0
0%
0
0%
1
6%
Senior Management Group
Total
White
17
2
0
2
16
Management and Senior Professional
Total
905
78
102
109
969
White
654
72%
45
58%
69
68%
75
69%
692
71%
Minorities
236
26%
20
26%
32
31%
30
28%
256
26%
Unknown
18
2%
13
17%
1
1%
4
4%
21
2%
Professional and Support Staff
Total
12,009
1,677
763
1,432
12,427
White
5,540
46%
744
44%
375
49%
747
52%
5,640
45%
Minorities
6,043
50%
822
49%
362
47%
627
44%
6,360
51%
Unknown
426
4%
111
7%
26
3%
58
4%
427
3%
Efforts to Reduce Unknowns
Efforts are ongoing to obtain information from staff employees on their gender and ethnicity.
These efforts have included briefings and sending official notices to managers, supervisors and
human resources contacts on the importance of gathering this information. The HR-EO/SAA
Division has regularly extended a written invitation to employees to provide this information
and created an easy way for them to provide the information. Departments who have had a
high percentage of unknowns are encouraging employees to self-identify. As of October 2014,
increasing numbers of departments have been making written requests of employees to self-
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 21
identify. The percentage of unknowns for the total staff workforce was three percent as of the
2014 official staff workforce snapshot.
Hires
Table 7 Career Staff Hires, 11/1/2013 - 10/31/2014
Oct. 2014
hires
Oct. 2013
workforce
Total
Male
Female
White
Black
Hispanic
Asian
Am Ind
Unknown
1,757
565
1,192
790
97
352
385
9
124
Percent
32.2%
67.8%
45%
5.5%
20%
21.9%
.5%
7.1%
Percent
31.7%
68.3%
46.8%
5.6%
19.9%
20%
.8%
10.2%
UC San Diego hired 1,757 career staff during the 12-month period. To analyze hiring selection
disparities between males and females, UC San Diego compared their respective hiring
percentage with their October 2013 representation. As shown in Table 7, the hiring percentage
of females was slightly lower than the October 2013 female workforce percentage. The
decreased percentage of unknown hires affected all of the race/ethnicity categories, causing
the hiring percentages to be higher than the workforce representation among Hispanics and
Asians, but lower higher percentages than the workforce representation among Whites, Blacks
and American Indians.
Promotions
Table 8 Promotions, 11/1/2013 - 10/31/2014
Total
Male
Female
White
Black
Hispanic
Asian
Am Ind
Unknown
534
171
363
260
17
98
137
5
17
Oct. 2013 Base
4,392
8,539
6,207
788
2,667
3,095
74
424
Promotion Rate
3.9%
4.3%
4.2%
2.2%
3.7%
4.4%
6.8%
4%
October 2014
At UC San Diego, promotions are defined as current career employees applying for and being
selected for higher level positions through open recruitment. In 2013-2014, there were 534
promotions. Using their total numbers in October 2013 as the base, UC San Diego calculated
each group’s promotion rate. As Table 8 shows, overall, females were promoted slightly more
often than men (4.3%, compared to 3.9%). American Indians had the highest promotion rate at
6.8%, followed by Asians at 4.4%, while Blacks had the lowest at 2.2%.
Reclassifications
Table 9 Reclassifications, 11/1/2013 - 10/31/2014
October 2014
October 2013
Base
Reclassification
Rate
Total
Male
Female
White
Black
Hispanic
Asian
Am Ind
Unknown
331
107
244
184
9
53
74
1
10
4,392
8,539
6,207
788
2,667
3,095
74
424
2.4%
2.9%
3.0%
1.1%
2.0%
2.4%
1.4%
2.4%
Reclassifications at UC San Diego are defined as an individual being placed in a higher
level/paying position without open recruitment. As Table 9 shows, the reclassification rate of
females (2.9%) was slightly higher than males (2.4%). Whites had the highest rate of
reclassifications at 3.0%, followed by Asians and Unknowns at 2.4%. American Indians (1.4%)
and Blacks (1.1%) had the lowest reclassification rates.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 22
Separations
Table 10 Separations, 11/1/2013 - 10/31/2014
October 2014
October 2013
Base
Separation Rate
Total
Male
Female
White
Black
Hispanic
Asian
Am Ind
Unknown
1,574
505
1,069
847
99
250
318
6
54
4,432
8,579
6,309
791
2,457
2,929
70
455
11.0%
12.4%
13.3%
12.6%
7.9%
10.9%
16.2%
14.6%
Table 10 shows that there were 1,574 career staff separations during this reporting period.
Females left at a slightly higher rate than males (12.4% vs. 11.0%). American Indians had the
highest separation rate at 16.2%, followed by Unknowns at 14.6%.
HR and HR-EO/SAA are actively working with all Vice Chancellor areas to enhance recruitment
and retention efforts. HR-EO/SAA continues to monitor the trends of females and minorities,
particularly those in the managerial and professional areas. This monitoring effort will serve to:
(1) identify disproportionate employment activity results, and (2) develop action-oriented
programs to address and remedy the problem if disparities are identified.
Analysis of Recruitment, Referral, and Selection Activities (41 CFR § 60-2.17(b)(4))
In an ongoing effort to identify areas of concern and assess progress in correcting these areas,
UC San Diego annually analyzes all competitive staff hiring activities, including recruitment,
referral, and selection. For this reporting year, HR-EO/SAA conducted the recruitment and
selection analyses on the application, referral, interview and selection processes that occurred
between November 1, 2013 and October 31, 2014, for each of the 28 staff job groups.
The recruitment analysis assesses the effectiveness of UC San Diego’s recruitment efforts by
comparing the proportion of applicants who meet the minimum qualifications with their
availability statistics within each job group. The selection analysis attempts to determine if any
protected group was disproportionately represented in the following two phases of the hiring
process: (1) referrals vs. interviews, and (2) interviews vs. hires.
Groups that were disproportionately represented in any one of the above two stages were
considered to be “affected.” Additionally, if an affected area’s goal for the previous year was not
met and it is still underutilized in the current year, it would be considered an area of concern.
Listed below are the job groups and affected areas that were identified from the 2013-2014
activities. A detailed set of analyses on the entire 28 job groups is available for inspection in the
HR-EO/SAA office.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Hispanics and American Indians in A02 - MSP Medical Professionals
Blacks in A03 - MSP Technical Professionals
Blacks and Hispanics in A04 - MSP Managers
Females in B01 - Health Care, Level I
Blacks in B02 - Health Care, Level II
Blacks in B11 - Scientific Research, Level I
Hispanics, Asians and American Indians in B12 - Scientific Research, Level II
Blacks and American Indians in B21 - Administrative/Paraprofessional, Level I
Blacks and American Indians in B23 - Administrative/Paraprofessional, Level III
American Indians in B30 - Student Affairs
Blacks, Hispanics and American Indians in B40 - Communications/Arts
Blacks and American Indians in B51 - Information Technology, Level I
Blacks in B61 - Nurses, Level I
Females, Blacks and American Indians in B62 - Nurses, Level II
American Indians in B70 - Health Care Professionals
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 23
•
•
•
•
•
•
•
•
•
•
Blacks and American Indians in C01 - Scientific Technicians
Females, Blacks, Asians and American Indians in CO2 - Technicians
Blacks and American Indians in C03 - Architects, Engineers & Facilities Professionals
Blacks and Hispanics in D01 - Clerical, Level I
Blacks and American Indians in D02 - Clerical, Level II
Asians in F01 - Marine Trades
Females, Asians and American Indians in F02 - Crafts
Females, Blacks, Hispanics and American Indians in H01 - Dining Services
Blacks and American Indians in H02 - Custodial/Grounds
Asians and American Indians in H03 - Services
The results of these analyses should be viewed as useful in identifying potential areas of
concern only.
Upon review of these potential areas of concern during 2013-2014, the University is committed
to implementing the following procedures to correct such deficiencies:
1. The HR-EO/SAA Division and UC San Diego departments will continue to work on
decreasing the percentage of unknowns. Within the unknown pool, there are minorities
and women. If these individuals self-identify, underutilization may be reduced within
some of the job groups.
2. Departments will increase their efforts to obtain demographic information during the
onboarding process of new hires.
3. Vice Chancellor areas and their departments will become more involved in outreach
activities, including increasing accessibility to potential applicants.
4. Vice Chancellor areas and departments will increase their support of career development,
training and hands-on experience. Development and training program outcomes will be
reviewed and evaluated.
5. A Staff EEO Advisors Group will be established to aid in ensuring that the recruitment
and selection process is accomplished in the most equitable manner possible.
Compensation (41 CFR § 60-2.17(b)(3))
UC San Diego has policies in place that govern the staff’s compensation related issues,
including appointment salary rates, merit increases, equity increases, salary increases for
promotion, reclassification, and demotion. These policies provide a standard for determining
salary structure and compensation for staff employees and are located at
http://blink.ucsd.edu/HR/comp-class/compensation/index.html.
On an ongoing basis, the Compensation Unit reviews salary exception requests for nonrepresented and all represented employees. This includes requests for over midpoint equity,
and all exceptions to Salary Policy 30(J) for non-represented employees. Many of the salary
increases for represented employees are implemented based on contractual agreements which
are specified in the various collective bargaining agreements. The purpose of our analysis is to
ensure internal equity within the departments, Vice Chancellor areas and campus-wide for
comparable positions.
Some of the factors that we consider in approving/denying salary requests are relevant years of
experience, education, salary history, internal equity, recruitment difficulties for hard-to-fill
positions, external market data, and any other specialized skills or certifications. Our internal
Equity Module system is an objective tool that provides us with salary information by
classification, department and VC area. We use this tool in our salary analysis for each
exception request. We also ensure that there are no gender-based salary inequities.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 24
Annually, UC San Diego conducts a compensation analysis to determine whether there are
gender or ethnicity-based disparities. Using the median analysis, HR-EO/SAA compares the
total annualized median salary within a job area among the following groups: males versus
females; and Whites versus Blacks, Hispanics, Asians/Pacific Islanders, and American
Indians/Alaskan Natives. If disparities are identified, UC San Diego will develop action-oriented
programs to address and remedy the problem. UC San Diego also evaluates the annual staff
merit increases by employee bargaining unit, to ensure that there are no gender or ethnicitybased disparities in the process.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 25
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Identification of Problem Areas
Page 26
VII. Action-Oriented Programs (41 CFR § 60-2.17(c))
UC San Diego has developed and implemented action-oriented programs, both campus-wide
and at the organizational unit level, to rectify underutilization and to correct areas of concern
as identified in Chapters V and VI. On an ongoing basis, UC San Diego refines its programs
and procedures as appropriate to enhance such efforts. This chapter addresses programs and
activities that have been implemented and planned for supporting the affirmative action
objectives and accomplishments.
Proper management and monitoring of personnel actions, especially recruitment, hiring,
promotion, transfer, merit increase, training and separation are crucial to the success of the
University’s EO/AA programs. UC San Diego emphasizes that the education, experience, skill,
knowledge and other qualifications required for a position should be limited to those qualifications directly related to the satisfactory performance of the duties and responsibilities of the
position. UC San Diego observes and practices guidelines in the following areas, which are
reviewed periodically:
A. Recruitment
UC San Diego has developed monitoring mechanisms to ensure that the following are
included in the recruitment and hiring processes: development of accurate statements of
minimum job qualifications; recruitment of diverse applicant pools; establishment of
diverse search committees; and consistency in establishing screening criteria that lead to
hiring decisions on the basis of job-related qualifications.
To broaden its job applicant pools, UC San Diego continues to review and when necessary,
introduce new or modified methods to its current outreach and recruitment activities. It
has also made good faith efforts to recruit diverse applicants, including women, minorities,
individuals with disabilities and covered veterans, for its staff positions. UC San Diego
continues to conduct outreach activities in all job areas, including those where
underutilization has been identified. Specifically, UC San Diego implements the following
recruitment and outreach activities:
1. Job Announcements
UC San Diego announces its staff job vacancies widely to recruit diverse applicant
pools. It advertises every staff job opening in the University’s job bulletin online, which
is readily accessible to its employees and the local community and nationally. Also,
Human Resources (HR) sends job announcements to various professional and social
organizations in the community and encourages them to refer qualified applicants,
including women and minorities, the veteran populations, and individuals with
disabilities. To increase the diversity of its applicant pools, UC San Diego advertises job
openings in professional and community publications, including those that are
predominantly for women or minorities. Additionally, UC San Diego places job
opportunity ads on various web sites that would help diversify its job applicant pools,
e.g. IMdiversity.com, Urban League of San Diego County website, HERC website,
CareerBuilder.com (diversity section), Monster.com, InsideHigherEd.com,
Chronicle.com and SignOnSanDiego.com.
To promote equal employment opportunity practices, HR continues to upgrade its
applicant tracking system. The latest system, entitled “HireOnline 2.0,” improves the
diversity of UC San Diego’s job applicant pools by showing managers underutilization
data for their recruited positions, as well as guidelines and resources on how to
diversify their applicant pools. Additionally, this system serves as a tool for monitoring
and evaluating the University’s progress in reducing underutilization and diversifying
the workforce.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Action-Oriented Programs
Page 27
On a daily basis, hiring authorities are encouraged to reach out to diverse, qualified
applicants throughout all phases of the recruitment process. As part of an effort to
reduce underutilization, the HR Talent Acquisition Outreach Specialists inform the
hiring department of the underutilized areas at the beginning of the recruitment
process. They also make an effort to refer a qualified, diverse applicant pool to the
department. Occasionally, when the applicant pool is not diverse, the department will
work with HR to reopen the job announcement and advertise the opening more
extensively in professional journals and on the World Wide Web. UC San Diego Medical
Center uses the HR Series Center Model, which allows HR Generalists to take an active
role in helping hiring departments to understand underutilization and recruit a diverse
applicant pool for an open position.
2. Employment Assistance and Career Counseling for Applicants
Applicant workshops, career fairs and referrals from community-based organizations,
as well as referrals from others within UC San Diego have continued to provide a steady
customer base of potential applicants seeking job search and career development
assistance. The services provided included one-on-one and telephone consultations,
informational interviews, review of resumes/applications, mock interviews, interview
preparation, following up with the hiring department on behalf of the job seeker
throughout all phases of the application and selection process, and providing feedback
to the job seeker.
3. Outreach
“How to Get Hired at UC San Diego” Workshops: “How to Get Hired at UC San
Diego”/Resume Writing and Job Interview workshops were provided at the UC San
Diego Campus, as well as community organizations such as:
•
•
•
•
•
•
•
•
Able-Disabled Advocacy
ResCare Workforce Services
San Diego County Health & Human Services Agency Wellness & Vocational
Enrichment Clinic (WAVE)
San Diego East County Career Center
San Diego Housing Commission
San Diego Workforce Partnership South County Metro Career Center
South County Career Center
Veterans Networking Group, Employment Development Department
Community Outreach Activities: To sustain UC San Diego’s commitment to community
outreach, UC San Diego holds information fairs at various locations in the community
throughout the year. Talent Acquisition and Outreach Services (TAOS) announces
upcoming outreach events on the web on the TAOS calendar. This calendar contains all
community outreach activities in which UC San Diego will participate.
Career/Job Fairs: UC San Diego was represented at several career fair and community
events that reached out to a diverse population of prospective applicants. The events
included:
•
•
•
•
•
•
•
Navy Region Southwest Fleet Family Support Center Job Fair
UC San Diego Annual Community Outreach Information Fair at Southwestern
College
The Patriot Group Military Career, Education and Resource Fair at the USS
Midway
The San Diego Urban League Youth Empowerment Program Resource Fair
Jobtoberfest: A Job Fair for People with Disabilities
Hire-A-Hero/Honor-A-Vet Career Fair at Valley View Casino
San Diego Metro Community Resources Fair
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Action-Oriented Programs
Page 28
•
•
•
•
•
•
•
MCAS Miramar Career Fair
Second Chance Community Job Fair
Lesbian Gay Bisexual Transgender (LGBT) & Allies Career Fair
South County Career Center Employer Advisory Group
Neighborhood House Association Day of Service Community Fair
Military Women Career Fair
BAME Community Development Corporation Career Job Fair
Through such information exchange and job application counseling, UC San Diego’s
representatives have been able to recruit a more diverse group of applicants.
Community Organizations: TAOS continues to foster relations with various communitybased organizations by sharing the University’s employment opportunities via applicant
workshops, employer information panels and advertising. During the last year, TAOS
has partnered with the following organizations on such efforts:
•
•
•
•
•
•
Able-Disabled Advocacy Business Advisory Committee
The 30th Annual San Diego Economic Round Table
US Department of Labor OFCCP and Southern California Tribal Chairmen’s
Association Tribal Employment Rights Office Forum
The Board Room San Diego
UC San Diego Women’s Leadership Conference 2014
UC San Diego Staff Development Program 2014
Equal Opportunity Business Contracting Workgroup: The EO Business Contracting
workgroup consists of staff representatives from EO/SAA, purchasing, contracting and
design professionals from both campus and the Health System. Members of the
workgroup collaborate on outreach to small businesses, including those owned by
minorities, women, veterans and people with disabilities, to promote equal opportunity
in business contracting on behalf of UC San Diego. The EO Business Contracting
workgroup shares best practices and contacts across the University and maximizes
outreach resources.
The EO Business Contracting workgroup organizes an annual educational outreach
event which focuses on building relationships with local contractors and small business
owners in San Diego County. The theme was "Mission is Possible" and the event
showcased small and disadvantaged business exhibitors with environmentally friendly
products and services.
In-Reach Efforts: TAOS participated in campus in-reach efforts, all geared toward
promoting staff professional development and career growth. These in-reach efforts
include committee participation and resource fair involvement with the UC San Diego
Annual Women’s Conference, the “Your Professional Portfolio” presentation to Academic
Affairs UExplore program, and the delivery of numerous resume skills and career
development workshops to Career Connection participants.
Transitional Assistance Program: This program was created to assist UC San Diego
employees who are on “Lay Off” status. The program provides everything from
information on filing for unemployment, resume writing, marketing oneself, the job
interview to survival tips and resources. Since its inception, the workshop has been
delivered to UC San Diego staff, both on campus and through UC San Diego Extension.
Social Media: A UC San Diego Careers Facebook page was created as a means to
connect with internal UC San Diego employees, and the San Diego local and external
communities, and tap into potential talent pools. Social media enables TAOS to
continue a branding and recruitment presence, post jobs for free, and address
application status questions.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Action-Oriented Programs
Page 29
Temporary Employment Services Outreach Career Information Fairs: Temporary
Employment Services (TES) partnered with TAOS to participate in a number of outreach
activities in the community, which included various career fairs and How to Get Hired
at UC San Diego workshops throughout the year. Activities also included a membership
and presence with Able-Disabled Advocacy’s Business Advisory Council and a new
partnership with the San Diego Housing Commission. TES toured the San Diego
Housing Commission facility and conducted a presentation for a group of their
participants.
TES hired 491 new employees. Of those employees, 260 (53%) were hired from
underrepresented groups. A total of 142 TES employees transferred into career
positions at UC San Diego, 71 (50%) of those employees transferred were from
underrepresented groups.
UC San Diego Career Connection: Career Connection is a career development program
designed to assist UC San Diego employees with career planning, goal setting, job
enhancement, and lateral or upward mobility. Substantial time is spent on Career
Connection activities such as one-on-one counseling of participants and mentorship
activities. Equal Opportunity/Staff Affirmative Action staff members continue to handle
Career Connection administrative functions on an on-going basis. Approximately 6,581
participants have attended Career Connection workshops since the program’s inception.
In 2014, 360 participants attended Career Connection workshops. Career development
workshops were offered to staff at 11 campus and Health System locations.
B. Selection, Promotion, Transfer, Merit Increase, Training, and Separation
At UC San Diego, selections for appointment, promotion and transfer are based on an
individual’s experience and qualifications required to perform the position’s duties.
Similarly, merit increases for staff employees are to be awarded on the basis of
performance; employee training and development opportunities are made available to all
employees; and all separation decisions are made according to the appropriate University
policy. The University is committed to providing equal employment opportunity (EEO) to all.
UC San Diego does not select/award applicants or employees on the basis of race, color,
national origin, religion, sex, gender identity, pregnancy, physical or mental disability,
medical condition (cancer-related or genetic characteristics), genetic information (including
family medical history), ancestry, marital status, age, sexual orientation, citizenship, or
status as a covered veteran. Therefore, it makes every good faith effort to conduct,
document, audit and analyze all personnel activities to ensure fairness in the processes.
Chapter VIII of this plan discusses this measure in detail. The following section addresses
additional efforts UC San Diego has made and will continue to maintain in sustaining the
effectiveness of its action-oriented programs.
1. Staff Education and Development (SED) Classes
Affirmative Action Workshops: An affirmative action presentation given by a staff
member of the HR-EO/SAA Office is incorporated into each Supervisory Training
Laboratory (Lab). The Lab is a core course in the Certificate Program in Human
Resource Management. In 2013-14, 59 attended.
Employment Hiring: Streamlining the Recruitment Process: This course continues to
incorporate resources and information designed to underscore the importance of
affirmative action to selection interviewing at the University. As in the past, the
California Fair Employment Practices Act, Rule and Regulations - Guide to PreEmployment Inquiries is distributed, discussed and, as an example, acceptable preemployment inquiries regarding physical conditions and related accommodations are
emphasized. In 2013-14, 17 people attended.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Action-Oriented Programs
Page 30
2. Monitoring
Campus-wide staff hiring activities are being conducted in accordance with EO/AA
procedures and good faith efforts to ensure fairness in all human resource activities.
Specifically, UC San Diego has developed mechanisms to monitor and ensure that the
following elements are included in the staff hiring and promotion processes:
recruitment of diverse applicant pools; establishment of diverse search committees;
adequate statements of minimum job qualifications; consistency in screening criteria;
and hiring decisions based on the best qualifications. UC San Diego continues to use
screening/selection criteria matrices to monitor consistency throughout the hiring
process and to improve post-audit capabilities.
At the organizational unit level, Vice Chancellors are taking the initiative to review and
monitor hiring and promotion selection activities in their respective areas. They
regularly review new appointments to determine if a good faith effort is being made in
the recruitment and selection of candidates before an offer is made.
Chapter VIII in this plan details the guidelines and mechanisms used by the University
to monitor and ensure fairness in all human resources activities.
3. Conversion from Limited to Career Appointment
UC San Diego has a policy that requires all career and limited appointment positions
which are 40 percent or more and 150 calendar days or more in duration to be
competitively recruited. Waivers to recruit any positions, including limited appointment
to career conversion, are approved by the Assistant Vice Chancellor of Human
Resources (AVC-HR) only if the resultant hire meets requirements for special
skills/knowledge and business necessity. The HR-EO/SAA Division continues to
monitor these conversion activities to ensure that no discriminatory practices prevail.
C. Conflict Resolution
UC San Diego has established an effective internal mechanism whereby EEO complaints
can be investigated and resolved objectively without fear of retaliation or harassment.
1. HR-EO/SAA offers an informal conciliation process to facilitate conflict resolutions
among staff, faculty, students, and the public at large. Specifically, an individual who
files a complaint with the division will be offered various options, ranging from fact
finding to one-on-one conciliation, for resolving the conflict. Focusing on realistic
results/expectations and informal settlements, this process has effectively helped
University employees and departments better handle problems and conflicts.
Additionally, the Chancellor established the Office of the Ombuds, which provides
informal and impartial mediation, counseling, training, referral and intervention
services to the UC San Diego community.
2. Employee Support Services (ESS)
UC San Diego formulated the Employee Support Services (ESS) Team to improve,
coordinate and integrate campus employee support services. The team has
representatives from the following offices and HR divisions: Benefits; Accommodation
Counseling and Consulting Services; Employee Relations, Policy Development, and
Work/Life - staff; Employee Relations - academic; Environment, Health and Safety;
Faculty and Staff Assistance Program; Labor Relations; Ombuds; Office for the
Prevention of Harassment and Discrimination; EO/SAA; and Workers’ Compensation.
This team is committed to facilitating employees’ rights through a fair and expeditious
process, including EEO-related complaints. All University employees have been
informed of the mission of the team and functions of the various offices.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Action-Oriented Programs
Page 31
3. Resources
In an effort to further educate UC San Diego employees on the conflict resolution
process and support/promote a positive approach to resolve conflict formally and
informally, HR has posted a Conflict Management menu of educational resources,
contacts and policies on the World Wide Web. The information provided emphasizes
resources to guide employees and supervisors in the informal process and includes the
ESS Team contact information. Additionally, “how to” instruction and applicable policy
on the formal process of conflict resolution, filing a grievance or complaint, and
mediation services, is included.
D. Staff Retention, Training and Development
UC San Diego continues to offer a wide variety of training and development programs to all
University employees; in particular, it strongly encourages women and minorities to
participate. The following section discusses these training programs and their effectiveness
in correcting underutilization at UC San Diego.
1. Education and Skills Enhancement
Campus HR Staff Education and Development (SED) manages a comprehensive training
program that offers UC San Diego employees a wide range of educational and
development opportunities. Annually, over 9,000 employees participate in more than
300 courses, workshops and seminars in the following areas: administrative skills,
contracts and grants, computer applications, health enhancement, diversity education,
communication, safety, management and special programs, professional development
and career awareness, effective supervision, and organizational excellence.
2. Succession Planning
Human Resources formed a Succession Planning Team in 2007 with the objective of
creating a “Succession Planning Blueprint” for the campus. The Blueprint represents
five key areas for succession planning at UC San Diego: Recruitment, Training and
Development, Performance Management, Knowledge Management, and Workforce
Diversity. Periodic individual meetings are scheduled with each Vice Chancellor area to
review their current and future plans regarding succession planning. Representing
Human Resources at these meetings are the Assistant Vice Chancellor of Human
Resources and the Director, Equal Opportunity/Staff Affirmative Action and
Accommodation Counseling and Consulting Services. These meetings include a
discussion of retirement-eligible employees in the Vice Chancellor area including the
demographics of the retirement eligible population. The Succession Planning Blueprint
has been placed on UC San Diego’s business portal, BLINK, along with the
accompanying succession planning initiatives. Also available is an online e-course,
“Effective Succession Planning at UC San Diego.”
In June 2014, the Assistant Vice Chancellor of Human Resources was a featured
speaker presenting the topic of succession planning at the Council of UC Staff
Assemblies system-wide meeting hosted by UC San Diego.
3. Training in Equal Opportunity and Affirmative Action
SED continues to offer an array of classes and workshops on EO/AA. At the
Supervisory Training Laboratory the HR-EO/SAA Division trains supervisors on their
responsibilities in implementing EO/AA.
HR-EO/SAA continues to participate in the “New Supervisor Orientation” sessions to
educate managers about their individual affirmative action responsibilities. This
program particularly emphasizes performance management and individual
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accountability and responsibility as it pertains to affirmative action results and efforts.
UC San Diego Health System has incorporated Diversity Training into the New
Employee Orientation and the “Leadership Core” training, along with a program called
“Managing Diversity” which has been blended into the semi-annual Supervisors
Academy.
In addition to training supervisors on EO/AA policy, HR-EO/SAA provides customized
training to departments regarding sexual/racial harassment, equal employment
opportunity, affirmative action and The UC San Diego Principles of Community.
4. Chancellor’s Commitment to Enhancing Staff Training Opportunities
The Chancellor is committed to campus-wide funding for staff training and professional
development.
5. Staff Equal Opportunity Enrichment Program (SEOEP)
The Staff Equal Opportunity Enrichment Program (SEOEP) Committee administers
funds for programs that aim to: (1) provide education and training for staff employees to
become more competitive for the positions that they seek; (2) enable staff, including
members from protected groups, to obtain advanced professional knowledge and skills;
and (3) help qualified employees, including women and minorities, advance into higher
level positions, particularly those in the underutilized areas.
Open to all employees, these programs have successfully helped individuals gain job
knowledge and skills that are normally unavailable in their workplace. With their
emphasis on reducing underutilization, these programs have been effective in helping
employees, including women and minorities, obtain training that will enable them to
excel and be promoted.
6. UC San Diego Career Connection
This program creates opportunities for all UC San Diego employees to gain the
knowledge and tools required to assist them in achieving enhancement of present
employment, and upward or lateral mobility. On a continuous basis, participants can
attend free workshops on career planning and development. This program also offers its
participants mentoring, internship, and promotional opportunities.
The Career Connection Staff Mentorship Program website was redesigned and launched
to facilitate mentor/mentee matching and promote mentorship as an effective career
management resource. In the spring and fall 2014 program sessions, 154 staff
employees participated in the mentorship program, and 72 matches were made.
In 2014, the Mock Interview services were revitalized, and 16 videotaped mock interview
took place, a 400% increase over the previous year. Everyone who participated gave it a
high rating as being helpful to them in their job search and career development.
The New Career Direction Series is intended for those who have just completed
educational studies or earned a degree in a new field; those who have acquired new
skills that apply to or transition them to a new career path; and those who are seeking
a new career path or job classification.
The Internship Initiative is a UC San Diego Career Connection program that creates
valuable internship opportunities for employees, while offering support for their career
development. The Internship Initiative provides employees with training to build the
skills needed for career enhancement and to increase their competitiveness for upward
mobility.
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Designed to maximize UC San Diego employee promotional opportunities and career
development, the Promotion Project encourages hiring departments to promote and
train qualified internal applicants for selected job classifications through the availability
of training funds.
7. Management Skills Assessment Program (MSAP) Cost Sharing Program
This is a university-wide management development program designed to help employees
with their career advancement by (1) improving their on-the-job performance, and (2)
enhancing their competitiveness for management positions. The MSAP Cost Sharing
Program provides partial fee coverage for eligible employees who are selected to
participate in the MSAP.
8. English as a Second Language Program
By providing English classes for employees in the Housing and Dining Services and
Physical Plant Services departments, this program enables employees to improve their
communication skills as their responsibilities increase. It also helps employees prepare
for the GED test to obtain a high school diploma.
E. Diversity Training and Programs
To ensure the broadest input possible, the Chancellor’s Diversity Council talks with
campus constituencies regarding the development and implementation of diversity
initiatives. On the Chancellor’s behalf and through a variety of methods, the Council
facilitates an exchange of views on diversity issues, challenges, and strategies. The Council
also brings these matters to the Chancellor for review and action. Listed below are some of
the University’s accomplishments in implementing diversity education.
1. UC San Diego Diversity Education Program
UC San Diego’s Diversity Education Program aims to increase awareness and
appreciation of workplace diversity and to build a cultural climate that affirms and
supports UC San Diego’s diversity principles and goals.
The UC San Diego Diversity Education Program has four major goals: (1) to build
champions of diversity among the UC San Diego leadership; (2) to build the capacity of
UC San Diego to provide ongoing diversity education; (3) to create a process for
providing cultural competence information to faculty members who are also
administrators; and (4) to maintain a system of incentives, rewards and standards that
support cultural competency. Since its inception, the Diversity Education Program has
trained nearly 2,000 staff, supervisors, and managers. It is a requirement for the
certificate of completion for the Supervisory Training Laboratory. In 2013-14, 55 people
attended.
2. UC San Diego Culturally Competent Management Program
The UC San Diego Culturally Competent Management Program (CCMP) is a strategic
three-part program designed to equip managers with knowledge, skills, creative
strategies and tools to build and enhance cultural competence and good judgment. It
builds upon the Diversity Education Program’s core competencies, and helps
participants live out The UC San Diego Principles of Community. Program highlights
include: (1) understanding the role of cultural competence in managing diversity in an
academic environment with a focus on building productivity; (2) building modern
diversity management skills to identify and manage cultural collisions in the workplace
using teachable moments, powerful questions, and a model for understanding impact
on individuals, teams, and organizations; (3) learning and practicing skills and tools
such as micro-affirmations, cultural hooks, objective behavioral feedback, the Johari
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Window, Hofstede’s Cultural Dimensions, cultural collision analysis, and a role play to
integrate the above.
UC San Diego’s Culturally Competent Management Program officially launched in
February 2012. In 2013-14, 12 individuals participated in this program by completing
an e-learning module, followed up with an in-class practical laboratory.
3. Recognition of Accomplishments in Diversity
To recognize individuals’ accomplishments for promoting diversity, UC San Diego held
its 19th Annual EO/AA Diversity Awards Ceremony. In addition to being nominated by
their respective Vice Chancellors, award recipients were also selected via a campus-wide
nomination process. At this ceremony, the Chancellor and Chief Diversity Officer
acknowledged staff, faculty and students including individuals, departments and
groups for their significant contributions to diversity.
4. Other Diversity Initiatives
The Diversity Matters @ UC San Diego web site allows staff to communicate with the
Chief Diversity Officer and voice concerns regarding staff diversity. Further, a staff
intern was selected through the Career Connection Internship component to help
coordinate activities for the Black History Month, Cesar E. Chavez celebrations, Asian
Pacific Islander History Month and the California Native American Day Celebration. The
internship was sponsored by the Chancellor’s Office.
5. Campus Community Centers
UC San Diego nurtures initiatives that improve the workplace climate. The CrossCultural Center helps create an environment where issues of diversity and multiculturalism can be explored through a variety of programs, services, and outreach
efforts. It plays a critical role in creating an inclusive campus environment for the staff,
students, and faculty. The Center hosts and coordinates various meetings, classes,
speaker series, forums and cultural events to support its mission. The Center strives for
meaningful dialogues and context across all cultures, particularly those of
underrepresented or underprivileged backgrounds. The Center offers supportive and
educational services through art, social and educational programs, workshops, and
outreach. The Center welcomes creative venues for enhancing social consciousness and
equity.
The Women’s Center is a space in which people work collaboratively to foster the
educational, professional and personal development of diverse groups of women. The
Center provides education and support to all members of UC San Diego regarding
gender issues, with the goal of promoting an inclusive and equitable campus
community. Since opening in 1996, the Women’s Center has served as a safe space and
home environment for people of diverse backgrounds offering support, information and
resources on gender and family issues.
The Lesbian Gay Bisexual Transgender (LGBT) Resource Center is a diverse, open and
public space for all members of the University community to explore sexual and gender
identities, practices, and politics. It works to eliminate discrimination based on gender
identity and sexual orientation. The Center provides educational and informational
services that enhance academic goals, cultural diversity and quality of life on campus of
all students, staff, and faculty. It develops student leadership, builds workplace equity,
promotes academic research, and provides resources. The Center challenges existing
definitions of variant genders and sexualities by engaging in community building onand off-campus. This Center sustains and develops visibility, sense of community and
knowledge of diverse queer people.
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The Black Resource Center (BRC) serves the entire population of UC San Diego while
emphasizing the Black experience. Birthed through strong advocacy of students, alumni
and other supporters, the BRC seeks to provide support services and foster community
for current undergraduate and graduate students. Services include but are not limited
to: support services, mentoring/leadership development, co- and extra-curricular
programming, and non-academic counseling. In addition to the student services, the
center is positioned as a resource for faculty, staff, alumni, and the community at-large.
The Center is not intended to be duplicative but leverages existing resources by bringing
them together in a single location thus creating a sense of place and community. This
provides an important support system particularly for Black/African American students
on campus.
The Raza Resource Centro (RRC) is open to the UC San Diego community and strives to
emphasize and foster the access, retention and graduation of Chicano/a-Latino/a
students as well as create strong connections with the surrounding community. The
RRC is a space for all UC San Diego students, faculty, staff and community members to
access resources and gather and join in comunidad.
Each of the above is considered an extraordinary institutional asset. They are valued for
the services they provide and the awareness they raise within the community.
F. Advisory Groups, Committees, and Associations
UC San Diego has several committees that sustain affirmative action-oriented programs at
the local and system-wide levels. It also has associations that provide support for
employees from various backgrounds. The Chancellor’s Office has funded support for
American Sign Language interpreters for Chancellor’s Advisory Committees and Staff
Council events.
1. Campus Climate Council
The Campus Climate Council meets regularly to assess campus climate, identify best
practices, recommend improvements in policy and practices, and discuss the best
structure for diversity initiatives at UC San Diego.
2. Diversity Council
The Council continues to advise the Chancellor on diversity with particular reference to
institutional access and representation, campus climate and intergroup relations,
education, scholarship, and institutional transformation. The Council comprises
faculty, staff, students and community members, and meets three or four times a year.
3. Board of Overseers
The Board of Overseers is a diverse group of committed individuals who facilitate UC
San Diego’s interaction with regional community planning associations, governmental
agencies, nearby homeowners and adjacent institutions on transportation, land
planning, physical development matters, and issues of diversity. The Chancellor
believes that in order to be effective, a strong advocacy network of community
supporters is vital to the success of UC San Diego. The Chancellor officially meets with
the Board of Overseers three times a year and also meets with the Executive Committee
on other occasions.
4. Chancellor’s Advisory Committees
a) Committee on the Status of Women
Chancellor’s Advisory Committee on the Status of Women (CSW) is comprised of
faculty, staff and students, and is charged to analyze issues related to the status of
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women at UC San Diego; inform and educate the campus community about
conditions that affect UC San Diego women; and advise and make recommendations
regarding policies and procedures that would improve conditions for women.
b) Gender Identity and Sexual Orientation Issues Committee
The Chancellor’s Advisory Committee on Gender Identity and Sexual Orientation
Issues (GISOI) is comprised of faculty, staff and, students and is responsible for
making recommendations and programming on gender, lesbian, gay, bisexual and
transgender issues affecting faculty, staff, and students.
5. University Affirmative Action/Equal Opportunity Administrators
This group consists of the AA/EO Administrators from the Office of the President, the
University campuses, and the Laboratories. Meeting regularly, members discuss
system-wide policies, develop strategies, and share best practices on how to implement
the affirmative action program more effectively.
6. Staff Associations
The Chancellor provides financial support annually to UC San Diego Staff Associations.
The Staff Associations help create a welcoming and nurturing environment for our
diverse workforce, open channels of communication throughout the University, and
promote networking and career development.
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American Indian Faculty and Staff Association
Black Staff Association
Community Advocates for Disability Rights and Education
Chicano/Latino Staff Association
Diversity Staff Association (UC San Diego Medical Center - Hillcrest)
European Staff Association
Faculty and Staff Christian Fellowship
Native American Council at UC San Diego
Pan-Asian Staff Association
Staff Sustainability Network
UC San Diego LGBT Staff and Faculty Association
UC San Diego Staff Association
UJIMA Network
Veterans Association at UC San Diego
7. Campus Celebrations of Diversity and Staff
The Chancellor’s Office supports and/or funds numerous campus celebrations of
diversity and staff throughout the year. These include:
UC San Diego Equal Opportunity/Affirmative Action Diversity Awards Program: The
Chancellor sponsors a ceremony and reception to recognize those individuals,
departments and organizational units who have made outstanding contributions to the
diversification of the UC San Diego career staff workforce. The awards ceremony has
been expanded to recognize faculty and students who are involved in these activities as
well. In 2014, 19 recipients were recognized.
Black History Month: Every year, UC San Diego hosts a campus celebration of Black
History Month in February. The theme was “Recognizing the 50th Anniversary of Civil
Rights in America.” Numerous events held throughout the month honored the
outstanding contributions of the African and African American communities, and
brought together students, staff, faculty, alumni, and members of the local community.
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César E. Chávez Celebration: A number of events were planned for César E. Chávez
Month in April to acknowledge the leader who was a principal figure in the struggle for
working families, a dynamic advocate for non-violent solutions, and a champion for
dignity and respect for all. The legacy of Chávez and the United Farm Workers (UFW)
was recognized with events at UC San Diego including a concert, cultural celebration,
community fair, film screenings, discussions with activists and scholars, a youth essay
contest, and student field trip. Other activities in the month-long salute to Chávez
included an unveiling of UC San Diego’s documentation archive containing thousands
of documents related to the history of UFW.
8th Annual Asian and Pacific Islander American Heritage Celebration: The Chancellor’s
Office co-sponsored the 8th Annual Asian and Pacific Islander American Heritage
Celebration at UC San Diego. The theme was “Re-Imagining the Slant: Storytelling,
Culture and Identity.” Activities included film screenings, cultural performances, panel
discussions and presentations.
California Native American Indian Day Expanded Celebration: UC San Diego’s 9th
annual celebration of California Native American Day was expanded into a several
weeks-long series of events between September and November. The celebration’s theme
was “Honoring Tradition Through Culture and Education.” The goal of the events was to
honor the heritage, culture and traditions of Native Americans and enhance the
relationship between the San Diego tribal communities and the UC San Diego
community. Activities included a California Native American Day High School Art and
Essay contest, film screenings, a Native American/American Indian Reservation field
trip, art exhibits, a traditional drumming workshop, cultural performances, a Native
American Graduate School Information Workshop and Dinner, and an American Indian
Recruitment Program fundraiser banquet. California schools recognize the fourth Friday
in September as the official Native American holiday.
Committee on the Status of Women (CSW) Women’s Conference: On May 6, 2014, CSW
hosted the 6th annual Women’s Conference, a half-day event designed to provide career
development information and resources to staff. Over 500 people attended the
conference and the day’s theme was “(Re)Defining the UC San Diego Woman: Be the
change you want to see . . .” The conference was made available via webcast for those
who could not attend the day of the event.
Mental Health Awareness Month (MHAM): May is designated as National Mental Health
Awareness Month (MHAM). The theme was "Mind Your Health." Mental health is an
issue that concerns all of us. The goal of MHAM is to raise awareness of mental health
issues and to build a community of hope for all those who are in need of support.
MHAM also aims to draw attention to suicide prevention, while also reducing the stigma
and discrimination against those affected by mental health disorders.
UC San Diego Staff Association Annual Staff Appreciation Picnic: The annual All Staff
Picnic hosted by the UC San Diego Staff Association was held on August 8, 2014. The
theme was “Triton Staff Superhero.” The annual picnic celebrates staff members who
truly are the backbone of the University. Staff maintain day-to-day operations and
make this campus a great place to learn and work. More than 3,000 people attended
the picnic and participated in various activities offered by the UC San Diego Staff
Associations.
UC San Diego Celebration of Abilities Events: UC San Diego held several events to
recognize the Celebration of Abilities Month which coincides with the National Disability
Awareness Month in October. The activities provided information related to health
issues, personal well-being and disability prevention and management, and also helped
to increase the awareness of, and sensitivity to, the abilities and needs of people with
disabilities at UC San Diego.
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UC San Diego Veterans Association Annual Recognition Ceremony: Every year the UC
San Diego Veterans Association acknowledges the dedication and contributions of all
veterans. The 15th annual ceremony, held on November 6, 2014, commemorated
Veteran’s Day and saluted current and retired military service men and women. The
theme ceremony was “Celebration of Abilities.” The event also honored the 2014 UC San
Diego Veteran of the Year, John Cerda. The Veterans Association at UC San Diego
recognizes the many sacrifices made by U.S. Armed Forces veterans in defense of the
United States of America and their contributions benefiting the University of California
and the San Diego community. The Veterans Association at UC San Diego provides
information, resources, workshops, community service opportunities and ongoing
support for the men and women who selflessly serve, or have served, our country while
in the armed forces.
World AIDS Day: UC San Diego honored World AIDS Day on December 2, 2013 as a
special day to focus attention on the impact that HIV/AIDS has had in the San Diego
community, the nation, and the world. Founded by the United Nations, World AIDS Day
traditionally is recognized on December 1. Various events and activities were offered to
the campus community to raise the level of awareness around longstanding concerns as
well as the current status of the epidemic. The theme was “Getting to Zero.” Three
sections of the AIDS Memorial Quilt were displayed in the Price Center East Ballroom.
UC San Diego Staff Association Annual Holiday Pancake Breakfast and Celebrate the
Night event: The UC San Diego Staff Association held its 39th annual Holiday Pancake
Breakfast on December 11, 2013. Several hundred staff attended the event which
included a craft fair and toy drive. Members of the senior leadership team helped to
serve the food and drinks. The UC San Diego Staff Association also continues to host a
“Celebrate the Night” staff appreciation event for people who work the night shift.
Triton 5K Run: Established in 1996, the annual run/walk event is a long-standing
campus tradition that has raised more than $3.5 million, benefiting more than 1,000
motivated and ambitious students with scholarship support. The June 2014 event was
part of UC San Diego Alumni weekend.
Administrative Leave: For this reporting period, the Chancellor approved 15 hours of
administrative leave so staff could attend the celebrations of diversity and staff
recognition.
G.
Human Resources Division of Equal Opportunity/Staff Affirmative Action (HR-EO/SAA)
HR-EO/SAA assumes a variety of roles related to equal opportunity and staff affirmative
action. Specifically, this division implements and monitors human resource procedures to
ensure equal opportunity and nondiscrimination in employment and business contracting;
develops compliance reports as mandated by the federal and state governments;
collaborates with University representatives to develop and deliver programs for the
diversification of UC San Diego’s staff workforce; provides career counseling to staff
employees; participates in the informal resolution of discrimination and sexual or racial
harassment complaints; and provides training for supervisors and employees on topics
regarding equal opportunity, affirmative action, and effective management of culturally
diverse work groups. This division also serves as a liaison between UC San Diego and
organizations for women, minorities, individuals with disabilities and community action
groups concerned with employment opportunities for covered veterans.
HR-EO/SAA also supports and conducts campus and community activities that promote
equal opportunity, affirmative action, and diversity. HR-EO/SAA coordinated the 19th
Annual Diversity Awards Ceremony where individuals and departments were recognized for
their outstanding efforts in achieving equal opportunity, affirmative action and diversity
objectives.
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Each year, HR-EO/SAA coordinates the internal and external dissemination of the
Chancellor’s reaffirmation statement on EEO policy. To educate the University about the
Staff Affirmative Action (SAA) Program, it annually publishes and distributes the Staff
Affirmative Action Plan (AAP) to management and key personnel. To inform and educate a
broader range of people, including the public, about UC San Diego’s SAA Program, the
division has reviewed and revised its information on the web. In addition to a description of
HR-EO/SAA’s mission statement, this page contains general information regarding UC San
Diego’s nondiscrimination policy and affirmative action programs.
HR-EO/SAA is responsible for designing and implementing an audit and reporting system,
conducting studies, including utilization analyses, establishing placement goals for staff
hiring, and coordinating narrative and statistical report development. It also provides
consultation assistance to Vice Chancellor representatives, managers and staff on how to
ensure EEO and implement the affirmative action program in accordance with federal and
state regulations. Efforts are ongoing to improve the communication of workforce progress
information. Furthermore, to promote greater awareness among campus leaders about data
and outcomes, the AVC-HR and the Director of HR-EO/SAA regularly present affirmative
action and workforce diversity progress information to the Chancellor and Vice Chancellors.
To better monitor UC San Diego’s goals progress and to develop effective strategies for
correcting underutilization, HR-EO/SAA meets on a bi-monthly basis with representatives
from each Vice Chancellor area. In collaborating with the representatives, HR-EO/SAA
continues to develop and refine procedures and mechanisms for implementing UC San
Diego’s EEO policy and affirmative action program. HR-EO/SAA continues to meet with the
group to discuss and share best practices on issues, including underutilization and
placement goals for correcting underutilization, and creative ways for meeting affirmative
action objectives in their area.
HR-EO/SAA uses prescribed methods for identifying areas of underutilization by
department within each Vice Chancellor unit. Each year, HR-EO/SAA identifies and
updates this information for each Vice Chancellor unit. Information on their goals progress
achievement and the latest staff workforce composition is then communicated to each of
the Vice Chancellors; in turn, they submit to HR-EO/SAA their individual plans for
correcting underutilization.
To enhance UC San Diego’s contact with the community, the EO/SAA Director and team
members actively serve on various committees and boards in the San Diego community.
Partnerships continued to be established, such as the following:
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Business Advisory Council for Able-Disabled Advocacy
National ADA Coordinators
San Diego Industry Liaison Group
UC San Diego Alumni Association, Diversity & Outreach Committee
UC San Diego Campus Council on Climate, Equity and Inclusion
UC San Diego Chancellor’s Advisory Committee on the Status of Women
UC San Diego Chancellor’s Advisory Committee on Gender Identity and Sexual
Orientation Issues
UC San Diego Chancellor’s Diversity Leadership Certificate Workgroup
UC San Diego Committee on Inclusion and Disability
UC San Diego Diversity Council
H. Action-Oriented Programs by Organizational Unit
Last year, each Vice Chancellor (VC) undertook good faith efforts in implementing programs
to achieve the affirmative action objectives addressed in the Staff Affirmative Action Plan.
This section summarizes each VC’s plans and good faith efforts to reduce underutilization,
as follows:
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1. Academic Affairs
Dissemination and Training of EO/AA Policy: The Academic Affairs equal
opportunity/affirmative action (EO/AA) plan emphasizes a collaborative relationship
between the Executive Vice Chancellor (EVC), academic Deans and managers of other
operating units within Academic Affairs. The plan focuses on education and outreach,
with a strong focus on information sharing, training and professional development. Our
programs target a wide audience of faculty and staff, from Deans to business officers
and managers to entry-level staff. Through the breadth of our efforts, we encourage
local accountability, good decision-making, open communication and cultural diversity.
Information and training is disseminated in a variety of ways, including regular
meetings sponsored by the Office of the EVC for faculty, managers and personnel in
charge of human resources, financial administration, and student services. Under the
leadership of the EVC, Academic Affairs has a number of advisory and other staff
groups through which information is shared:
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Assistant Deans and Academic Business Administrators (ABA) groups
Human Resources Advisory and Contact Groups
Fiscal Officers Advisory and Contact Groups
Student Affairs Undergraduate Academic Advising Council and Organization of
Department and Program Advisors
The efforts of these groups include sharing best practices and promoting issues of
affirmative action, and they have been key partners in identifying local strategies to
meet our diversity goals. As part of Academic Affairs’ culture of collaboration and local
empowerment, these groups work in partnership with staff in the Office of the EVC to
design, implement and participate in, and sometimes lead, our diversity initiatives.
Through these cumulative efforts, we work to achieve a workforce composition that
mirrors the availability in the population.
EVC staff participates in campus-wide committees and groups that regularly address
EO/AA-related issues, including the HR Council, VC Affirmative Action Workgroup and
Outreach Council. These groups review relevant University policies and campus
procedures and discuss strategies for implementing and promoting campus and
Academic Affairs affirmative action programs. EO/AA policy and diversity resources are
also disseminated via the Academic Affairs Human Resources (HR) website.
Outreach Programs and Efforts to Increase Diversity and Remedy Underutilization
Academic Affairs is committed to the assurance of fairness and nondiscrimination by
encouraging departments to closely monitor the staff selection process for recruitments
and promotions, focusing on areas with underutilization. For Management and Senior
Professional (MSP) and other key positions, department hiring managers work closely
with campus HR’s Executive Recruiters and Outreach Manager to design recruitment
plans that will attract qualified applicants to positions, with a focus on enhancing
workforce diversity.
For MSP recruitments, a recruitment plan is developed prior to job posting. This plan
includes information on avenues to be utilized for outreach and advertising, the
composition of the search committee (diversity is expected in all MSP search
committees) and the name of the individual responsible for the affirmative action
aspects of the search. The results of these efforts have paid off, with positive
improvements in the representation of POC in these upper-level administrative titles.
In 2012, the online performance appraisal tool was rolled out for widespread use
throughout Academic Affairs. In fall 2013, this tool was further expanded for use by VC
Student Affairs. The tool was designed to replace the paper-based process and adopts
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VC-wide performance standards that contain detailed descriptions and examples of job
values and work principles. This initiative promotes greater consistency in the conduct
of employee evaluations across all of our units and, in its third year of use, we saw a
significant increase in activity.
Employee Career Development: Academic Affairs continually strives to create and
endorse training and development opportunities for staff in order to promote a culture
of tolerance, understanding and equal opportunity. As part of the annual performance
appraisal process, supervisors are expected to develop career development and training
plans with their employees. By holding this as a standard, Academic Affairs promotes
the professional development of all staff.
Programmatically, the EVC HR unit is charged with the creation and implementation of
career development programs, which are an integral part of our efforts to retain high
performing staff and support our succession planning efforts. Our body of staff
enrichment programs now includes:
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Academic Business Administrators (ABA) Mentorship Program: A staff
enrichment program launched in 2004 that pairs experienced UC San Diego
managers from academic departments and units and central administration
with newer business officers seeking to enhance their management skills, better
understand the UC San Diego organizational culture and develop a network of
resources on campus to assist them in their daily work.
Since its inception, the ABA Mentorship Program has provided mentoring to 50
business officers. In 2013-14, two new business officers were hired. One opted
out of the ABA Mentorship Program since she had developed a deep network of
contacts from her time in the Business Officer Academy training program. The
other new business officer was hired recently, and we are currently identifying a
more senior manager to mentor her. Thus, between the ABA Mentorship
Program and Academic Affairs other training programs, our department
business managers have resources to support them as they transition into these
new leadership roles.
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Leadership Academy for Functional Managers (LAFM): A nine-month staff
enrichment program launched in 2012 designed to help new and existing
functional managers understand their leadership role and enhance their ability
to work effectively with other functional managers and the Management Services
Officer (MSO) for the optimal functioingl of the department/unit. LAFM employs
the Leadership Pipeline theory and emphasizes case studies, small group
discussions, role play, and formal group presentations as part of its curriculum.
LAFM has been offered twice to a total of 27 participants, of which 19 (70%) are
POC. This is the highest POC representation of all our programs. To date, five
graduates have already attained promotions and/or upward reclassifications,
with four representing POC. This shows that 80% of the career advancement
came from the POC population. This statistic also show that a higher proportion
of the POC in LAFM (21%) have had career advancement compared to its nonPOC population (13%). Considering that this program has only existed for a 2.5
years, this is a notable achievement. LAFM is a high-quality program that
develops strong managers and supervisors.
•
UExplore: A nine-month staff enrichment program launched in 2008 designed
for early-career and entry-level Academic Affairs employees. The mission of
UExplore is to assist participants in identifying realistic and appropriate
professional development goals, providing them with the tools to make educated
decisions regarding their careers.
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UExplore was offered for its 5th session. Past participants have worked in a
wide variety of functional areas in units across Academic Affairs and represent a
diverse population, with at least 46% (40 employees) representing people of color
(POC). This program has been successful in providing professional development
resources to these employees. Of UExplore’s 87 graduates, a total of 49 (56%)
have attained at least one upward reclassification and/or promotion, with 23 of
those representing POC. After hitting an impressive benchmark last year
wherein more than half of all our graduates had achieved career advancement,
we saw a continuation of that success with seven new promotions. Specifically,
five employees obtained a second promotion, and two obtained a first promotion.
Looking at the POC population rate of promotion/reclassification, in particular,
58% of all POC graduates from UExplore have attained upward reclassification
and/or promotion. This is a higher rate of advancement than the non-POC
graduates (55%). UExplore also expanded to include employees in two other VC
areas: VCRMP and VCSA.
•
Financial Management Academy (FMA): An eight-month staff enrichment
program launched in 2010 designed for finance professionals and intended to
supplement existing courses taught through Staff Education and Development.
The FMA emphasizes strategic thinking for financial operations, teaching them
the concepts behind financial processes and requirements.
FMA has been offered once to 19 staff, of which 63% (12 employees) represent
POC. This is one of our highest POC representations for our training programs,
second only to LAFM. Since its original offering, 10 (53%) of the participants
have attained upward reclassification or promotion, with 7 of them representing
POC. Over the last year, 2 employees achieved career advancement: 1 via an
upward reclassification and 1 via a promotion. Both employees are POC and, for
one of those, it was his second promotion in 3 years. Overall, this career
advancement activity raised the overall rate of promotion/reclassification by 5%.
This means that the majority of the career advancement of the FMA participants
has come from its POC population. This statistic also shows that a higher
proportion of the POC in FMA (58.3%) had career advancement than its nonPOC populations (42.8%). Openings for Academic Affairs financial managers do
not often become available, so the career advancement among this group
demonstrates that FMA’s participants have been competitive and successful for
those placements. Future offerings of this program are still being considered.
Timing of a future offering depends upon the development of a new VCRsponsored research training program and is constrained by the available staff to
manage VC-wide training programs. Based on the feedback from the
departments over the past couple years, we have focused our efforts on LAFM
and UExplore. It should be noted that in the most recent iteration of LAFM,
about half of all the participants were SMEs in financial administration. Thus,
while we have not had a session strictly devoted to FMA, those fund managers
with the potential to be our next generation of financial managers have received
significant leadership and cross-functional training in the areas of academic
personnel, human resources, student affairs as well as financial management.
•
Business Officer Academy (BOA): A nine-month staff enrichment program
launched in 2005 that provides training, guidance and support to staff members
with an interest in becoming business officers. The BOA centers on case study,
small group discussions and personal interactions, such that the participants
gain an understanding and appreciation of the role of the business officer at UC
San Diego. The BOA features seven modules covering the functional areas for
which a business officer is typically responsible (staff HR, academic personnel,
fiscal management, student affairs, instructional technology, facilities
management/safety and leadership).
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Although it has been on hiatus for the past four years, graduates from the BOA
continue to find success in advancing their careers, either through promotion,
reclassification or transfer to new positions throughout UC San Diego. Of the 45
participants who have successfully completed the BOA, 34 (76%) have attained
at least one upward reclassification and/or promotion, with ten representing
POC. This is 71% of the total POC (14) who have completed BOA, a
commendable statistic because it is the highest rate of advancement of a POC
population for our staff enrichment programs. Also, this statistic reflects that
nearly 3/4 of all our POC graduates compared to 77% within the non-POC
populations who have advanced in their careers. Over the last year, four
employees achieved career advancement via promotion, with two representing
POC. One of those employees achieved her first promotion, and the other three
achieved their second or third promotion since graduating from BOA. Overall,
this career advancement activity raised the overall rate of
promotion/reclassification by 2%. Future offerings of this program are possible,
but demand for the program has been mitigated by the fact that our more senior
business officers have already attended BOA and because LAFM has been a
successful tool to train and develop both future business officers and functional
unit heads/managers.
Academic Affairs is committed to our succession planning efforts to build deep bench
strength in our organization and diversity in our group of current and future
managers/leaders. We have strategically positioned our initiatives to promote upward
mobility and training for entry-level staff (UExplore), middle managers across all
functional areas (FMA, LAFM), and the lead administrative managers (BOA) in the
departments and divisions. With an increasing number of retirements expected in the
upcoming years, we expect to have even greater levels career advancement and
increased placements that meet diversity goals.
In addition to coordinating staff training and development programs, the Office of the
EVC supports professional development initiatives spearheaded by the ABA Human
Resources/Professional Development Committee (HR/PDC), Undergraduate Academic
Advising Council (UAAC) and UC San Diego’s Committee on the Status of Women
(CSW).
The UAAC Training and Professional Development Committee once again organized a
series of summer workshops for its constituency of undergraduate academic advisors.
The topics focused on recognizing and responding to students in distress;
understanding how sexuality, race and gender play a role in student success; effectively
navigating the Integrated Student Information Systems (ISIS) campus online tool; and
managing student academic records. The workshops were well-attended, and the UAAC
is evaluating post-workshop survey results to determine a future training agenda.
An EVC HR analyst serves on UC San Diego’s Committee on the Status of Women
(CSW). The Office of the EVC will continue to have a representative on CSW to ensure a
strong presence for Academic Affairs in the development of the future events, including
the 2015 Women’s Conference.
Participation in Campus Programs: Academic Affairs encourages all employees to take
advantage of career development classes, programs and opportunities made available
through Staff Education and elsewhere. In the past year, 26 additional Academic Affairs
staff members attended the Diversity Education program offered through Staff
Education. This represents a 30% increase over the number of staff who attended last
year. Departments are routinely encouraged to send their new supervisors and staff to
diversity training to enable them to instruct their staff and faculty on EO/AA and
diversity issues. In 2015, the VC HR Contact will begin to serve as an instructor for
this course so that the training may be offered more frequently across the University.
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Last year, 40 staff members from Academic Affairs received approximately $17,165 in
Staff Enrichment Equal Opportunity Program (SEOEP) funds to assist them with
tuition, book and related expenses for career development activities. This represents a
29% increase over the prior year’s numbers of approved awardees and a 12% increase
in the dollar value of funds awarded. Two groups also received $4,000 in SEOEP
funding. Altogether, the overall funding received for Academic Affairs ($31,165) was
greater than the amount received last year ($29,300) and the year before ($30,500).
A total of 1,294 staff members from Academic Affairs units have now participated in UC
San Diego Career Connection activities since its inception in 2008, increasing by 92
(4.6%) during the past year. This is a 2% increase over the prior year and reflects a
strong continuing desire of staff for professional development opportunities. Academic
Affairs staff members are also active as organizers, participants and facilitators in
leadership training and development programs offered at both the campus and
University level, including the Culturally Competent Management Program (CCMP),
Professional Development Program, Middle Management Advance (MMA), Management
Skills Assessment Program (MSAP), Business Officer Institute (BOI) and Business
Leadership Forum (BLF).
This year Academic Affairs submitted 47% (25) of the 53 nominations for the campus
wide Equal Opportunity/Affirmative Action (EO/AA) and Diversity Award Program,
increasing 13.6% over last year’s submissions. This is the second consecutive year
where Academic Affairs has set a new internal high while, at the same time, the number
of proposals received campus-wide has stayed the same. As well, this is the third
consecutive year where Academic Affairs will have the most awardees recognized by the
Chancellor as Diversity Champions. Of the eight awards available for employees, 63%
(5) will be from VC Academic Affairs. These honors attest to the quality of nominations
put forward by our VC area.
As part of the annual campus wide EO/AA and Diversity Awards program, each VC
selects an individual or group whose contributions to equal opportunity/affirmative
action and diversity during the past year are worthy of recognition. VC-EDI has selected
Shaun Travers for as its VC Diversity Champion, and VCR has selected Michael
Norman. The EVC’s recipient for the VCAA Diversity Champion is Brian Keating.
Selection and Monitoring
Workforce Statistics: After seeing an increase in 2013 in its overall career staff
workforce for the first time in four years, Academic Affairs saw a reduction in staff in
2014. As we look ahead, our efforts will continue to focus on areas with the greatest
underutilization. We’ve seen great success in the career advancement from the
graduates of our training and professional development programs. However, in the
overall workforce population of POCs, we have decreases in our rates of hire,
promotions, and reclassifications. If we are to further our progress in these areas, we
must find ways to expand our current tools and/or develop new methods to ensure that
recruitment efforts and that our career advancement mechanisms at least match our
rate of separations of POC staff in the workforce.
Following our annual EO/SAA progress briefing with campus HR, we review current
Academic Affairs’ affirmative action issues, efforts and activities at both an Assistant
Dean and HR Advisory Group meeting. We provide managers with statistics on the
composition of the Academic Affairs staff workforce, summary data and detail on
employment activities by unit. This information is then disseminated and discussed
with department business officers, who are expected to incorporate it into their unit’s
staff diversity efforts.
Academic Affairs Climate and Culture: To help gauge workplace climate, Academic
Affairs participates in UC San Diego’s annual Staff@Work Survey, an employee
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satisfaction measurement tool that gauges employee sentiment with 53 questions
across four dimensions (employee, supervisor, leadership and department). In our
eleventh year of participation, Academic Affairs’ response rate increased by 1%
compared to last year, moving from 58% to 59%. Ratings on 43 of the 53 questions
decreased from 2013, six increased and four remained steady. One of the questions
with a decline is attributed to the Leadership dimension (“understands mission”); two to
the Department dimension (“annual department goals” and “all welcome”); and three in
the Employee dimension (“influence community,” “career advancement,” and “valuable
training”). Of those six statistically significant decreases, three are still in the Excellent
range and the other three have not been greater than 3.8 for the past few years. This
decline seems to indicate less certainty about the university’s and department’s
mission/goals and support for the advancement and training of its employees and the
role of the employee in influencing his/her surrounding community. This may be due to
the campus-wide project going on at that time which sought to define the new strategic
plan. Putting this in to perspective, 34 of the 53 questions (64%) still had scores in the
Excellent range, 37 of the 53 questions (70%) were higher than the overall campus
average and “understands mission” ranks as one of the highest scores in Academic
Affairs.
Four questions which deal specifically with issues related to diversity at the department
level continue to be among the highest-rated for Academic Affairs. These questions ask
about “fair treatment of people of all ethnic groups, cultures and backgrounds” (4.3
rating out of 5), “fair treatment of people of all sexual orientations” (4.3), “promotes a
work environment where all people are welcomed” (4.2) and “active support of a diverse
working environment” (4.1). For all four of these questions, Academic Affairs’ rating
exceeded the campus average. We will continue to participate in the annual survey so
that changes in employee sentiment can be measured over time and areas of concern
can be identified and targeted for improvement.
Vice Chancellor for Equity, Diversity and Inclusion (VC-EDI): Key accomplishments of
the EDI office over the last twelve months have involved: strategic planning, building
the EDI infrastructure, campus engagement on issues of diversity, and the development
and implementation of programs, initiatives, and activities to support an equitable and
inclusive campus climate for students, faculty, and staff. Key highlights of the office’s
efforts are described below.
•
Roll-out of the University of California Office of the President (UCOP) Climate
Survey Findings: VC-EDI worked closely with Office of the President to provide
both the larger 13 campus report and the UC San Diego report to our campus
community. The Analytical Studies Officer conducted additional analysis of the
data to report specific findings for the UC San Diego campus. The findings were
presented to the Climate Council, Associated Students, the UC San Diego
Climate Survey Committee, and the Academic Senate Committee on Diversity
and Equity.
To share Climate Survey results and gather additional feedback, Listening
Sessions were held. Six undergraduate student Listening Sessions, two graduate
student Listening Sessions, and five staff Listening Sessions occurred over six
weeks. The Listening Sessions validated the findings from the UCOP Climate
Survey. Summaries of the Listening Sessions were shared with the Provosts,
Chancellor, and Executive Vice Chancellor. The combined information collected
through the survey results and listening sessions was used to inform our
strategic planning.
•
Strategic Planning: The VC-EDI office developed four overall arching goals. A
final document with goals, activities, and metrics was completed in fall 2014.
The VC-EDI office is currently working with publications to create a public
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facing document of the unit plan. As a result of the strategic planning, VC-EDI
implemented several new programs and developed new organizational
infrastructure.
•
Building the VC-EDI Infrastructure: UC San Diego allocated resources to the
VC-EDI to establish funding mechanisms designed to foster a more inclusive
campus climate through enhanced diversity efforts across campus.
•
Associate Vice Chancellors (AVC) for Faculty Diversity and Equity: A faculty
committee appointed to review the previous AVC position recommended that the
position be divided into two, each appointed at 50% time. They will work
together to assess and improve faculty climate. The Associate Vice Chancellors
for Faculty Diversity and Equity are experienced campus leaders leading change
through policy development, community building, and training on best
practices. They work closely with Faculty Equity Advisors and are available to
deans, chairs, search committees, and faculty for guidance on issues related to
diversity and equity.
•
Creation of Equity, Diversity and Inclusion Analytics: Develop, implement, and
maintain a UC San Diego Equity, Diversity, and Inclusion Dashboard. This is a
demographic dashboard to measure and communicate progress on set diversity
goals. The first version is anticipated to go live January 2015.
•
Develop and Implement a Faculty Diversity Scorecard. This is an internal
mechanism to measure the success of EDI-related faculty efforts and provide
accountability within and across campus divisions. A faculty scorecard
evaluating gender, race and ethnic diversity across divisions was developed and
implemented in fall of 2014. The goal of the scorecard is to provide Deans and
Department Chairs with the data needed to improve the faculty recruitment and
retention efforts within their units, as well as provide them with an opportunity
to seek the advice and consultation of the AVCs regarding best practices.
•
Speaker Series: This is an annual series to bring to campus two to three high
profile speakers who can promote discussion in current and relevant issues in
equity, diversity, and inclusion. In partnership with Visual Arts, VC-EDI is
planning to bring prominent African American artists to campus during 201415. Plans continue in regards to securing a prominent speaker for the 50th
anniversary of the Civil Rights Act.
•
Equity, Diversity and Inclusion Training: VC-EDI is partnering with UC San
Diego Staff Education and Development to develop and implement training
based on a program developed by EDI Center Directors in 2012 for Student
Affairs staff, which was rated as excellent or good by 96% of the participants. A
work committee has been formed and the VC-EDI Center Directors will be
course instructors. The curriculum will be both on-line and in person. After
completing the e-learning participants will be able to: (1) Recognize the diverse
makeup of the UC San Diego community, (2) List how to respectfully explore the
culture of our campus, (3) Identify the influence they have in interactions with
others, and (4) Recognize their contributions to the campus climate. The elearning is scheduled to be ready for review in March 2015. VC-EDI staff are
also in the process of developing a one day classroom training that would build
upon the concepts introduced in the e-learning.
•
Campus Climate Enhancement through Programming at EDI Campus
Community Centers: The campus community centers are a vital part of the
equity, diversity and inclusion efforts of UC San Diego. They serve to improve
the climate at UC San Diego through education, training, scholarship,
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leadership, consultation and cultural programming for students, staff, and
faculty. Annually, the Centers conduct programming focused on enhancing
campus climate. A few key highpoints of the myriad of activities conducted by
the EDI campus community centers are described below.
Black Resource Center (BRC): The BRC spent its inaugural year creating
collaborations and assessing the campus environment to determine what types
of programs/services will meet needs and concerns related to the Black
experience at UC San Diego, and the student experience in particular. The BRC
adopted the BSU Overnight Program and Black Graduation as signature events.
The BSU Overnight Program hosted the largest number of admitted students to
date for its 2014 program. The BRC also co-sponsored the Real World Career
Series and the Black Studies Project as well as other one-time events:
Conversations with Harold Brown (San Diego Civil Rights Activist) and A BrownBag Lunch Discussion with Dr. Ruth Nicole Brown of the University of Illinois.
Regular programming included finals study jams and mid-term study sessions
with tutors from OASIS in specific disciplines, hosting weekly
groups/organizations for meetings & events, outreach to schools, and the
Campus Black Forum (CBF) - a series in collaboration with Counseling and
Psychological Services (CAPS). The CBF provides a safe space for students to air
concerns and access professional advice relative to their psychosocial well-being.
In summer 2014, the Black Resource Center hosted one Summer Bridge (OASIS)
course, emphasizing the scholarship pillar of the Black Resource Center
mission. This exposure of incoming students to the various campus resources is
integral in their overall success at UC San Diego. This collaboration with OASIS
represents a larger initiative to offer academic support services within the Black
Resource Center. Also in summer 2014, the BRC worked collaboratively with the
UC-HBCU program to plan extracurricular activities for the participating
students. The extracurricular events involved current UC San Diego students as
well as program participants.
This year also signified the launch of the BRC Success Institute. The purpose of
the BRC Success Institute is to create a circle of support while connecting firstyear and transfer students with support services available for academic success.
Participants were introduced to campus leaders and administrators, provided
information about campus resources, and encouraged to network with
continuing students to learn about campus leadership/involvement
opportunities.
Cross-Cultural Center (CCC): The CCC supports UC San Diego through a
network of programs and services designed to enhance campus climate, enrich
the experience of undergraduate and graduate students, provide professional
development for UC San Diego staff, connect students to faculty, showcase
faculty research, and serve as a link to community outside of campus.
Notable activities of the CCC include training with graduate TA’s on critical
pedagogy, the Faculty-in-Residence program, joint sponsorship with the Critical
Asian-American Studies Coalition lecture series, outreach to underrepresented
minorities (URM) high school students, training and consulting to college and
student affairs staff, the Triton Day Community Luncheon, and hosting the 20th
annual California Council of Cultural Centers in Higher Education (CaCCCHE).
CCC staff worked with the Center for Teaching Development, Sixth College, Muir
College, and the Economics Department to create inclusive classrooms using
critical pedagogical practices. Over 40 TA’s were involved. This past spring
quarter, the Coalition for Critical Asian American Studies worked with the
Cross-Cultural Center and the Pan-Asian Staff Association (PASA) to bring a
series of scholars to campus to address issues of Asian American history,
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culture, and identity; these scholars shared the latest research and discussions
about the APIA experiences, as it relates to higher education. The CCC provided
101 student centered programming events, 35 outreach events, 38 EDI student
trainings, 17 Gallery Art programs, 10 staff consultations, and 5 staff trainings.
Lesbian Gay Bisexual Transgender (LGBT) Resource Center: The LGBT Resource
Center is an open, diverse and public space for all members of the University
community to explore issues relating to sexual and gender identities, practices,
and politics. Unlike classroom and office environments, the Center provides a
distinct community space on campus that has been shown to be integral to
student retention and to increase employee satisfaction (UC San Diego
Staff@Work Survey, 2010).
The LGBT Resource Center continued its signature events, regular programming
and community building efforts, while offering new and unique opportunities in
2013-2014. Signature events included Q Camp – the orientation for incoming
LGBT students, World AIDS Day, Out and Proud Week, Rainbow Graduation,
and our participation in San Diego LGBT Pride. Regular programming included
hosting weekly groups and organizations, staff- and intern-led educational
programs, consulting and training with faculty in the School of Medicine.
Unique opportunities this year included a series focusing on the Career Paths of
Queer Black Women and hosting New York Times bestselling author and
transgender advocate Janet Mock. The LGBT RC supported peer-led LGBT 12
step recovery group, Fluid Sexuality group, transgender group and an LGBTQIA
Women's Coalition. The LGBT Resource Center worked with SPACES on their
2014 summer summit, providing both space and expertise regarding connecting
around sexual orientation and gender identity issues. The LGBT Resource
Center also worked closely with OASIS to provide training for the Summer
Bridge staff on LGBT issues. As the Chair for Education, the LGBT Resource
Center Director led the nation-wide Consortium of LGBT Resource Professional
Summer Institute at the University of Vermont. This institute brought together
over 150 regional LGBT community members of higher education and affiliated
services to learn about diverse topics ranging from current legislation, to
transgender empowerment, to inclusive practices for queer communities of color.
Raza Resource Centro (RRC): The RRC is a new campus community center
emphasizing the yield, retention, psychosocial wellbeing, and academic success
for students who self-identify as Chicana/o or/and Latina/o. The RRC opened in
April 2014 and spent its inaugural year creating collaborations and assessing
the campus environment to determine what types of programs/services will
meet needs and concerns related to the Raza experience at UC San Diego.
Signature events to date include Black and Brown solidarity mixer, Raza
Awareness programs, Raza RC grand reopening, and our Raza RC UC San Diego
Chicana/o Alumni event. Regular programming includes workshops on
academic writing, research skill development, critical review and analysis of peer
reviewed publications, and transitioning to academic culture. In addition, RRC
worked to develop partnerships with the School of Medicine, Jacobs School of
Engineering, Cognitive Science, Department of Education Studies, Ethnic
Studies, Biological Sciences, OASIS and EAOP, as well as San Diego City
College. In summer 2014, the RRC worked on their strategic plan, trained and
hired eight student interns, and co-developed and implemented training for
Academic Advisors called “Cultural Competence at the Intersections of Race,
Class, Gender and Sexuality: Implications when Advising Students.”
In the fall of 2014 the RRC implemented its Success Pipeline – a high-touch
retention program. The program kicked off with Avanzando Juntos, a transition
program designed to engage incoming students and parents with UC San Diego
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resources, bridge the cultural gap, debunk any college life myths and inform
students and parents about the growth and transition for their first academic
year.
Women’s Center: The Women’s Center is a space in which people work
collaboratively to foster the educational, professional and personal development
of diverse groups of women. The Center provides education and support to all
members of UC San Diego regarding gender issues, with the goal of promoting
an inclusive and equitable campus community.
During 2013-2014, the Women’s Center initiated over 80 educational and
community building programs on a wide range of gender issues including body
image; sexual assault; parenting; politics; and women in Science, Technology,
Engineering, Mathematics and Medicine (STEMM); hosted over 300 meetings
and events; and supported over 200 registered mothers in accessing lactation
accommodation. New programming launched this year includes the
establishment of the Black Women’s Collective, a professional development
forum for Black women at UC San Diego, the Real World Career Series, a
program which provides students with the opportunity to learn how to solve real
world issues. During winter quarter, a Wellness Series was initiated in
partnership with Counseling and Psychological Services.
2. Scripps Institution of Oceanography (SIO or Scripps)
Dissemination and Training of EO/AA Policy: The Vice Chancellor of Marine Sciences
(VC-MS) promotes University Equal Employment Opportunity/Affirmative Action
policies through regular communications to the SIO community, supported and
reinforced by staff efforts. The VC-MS Director of Staff Human Resources routinely
disseminates policy information and updates to HR contacts, Management Services
Officers (MSO), and key academic leaders across all of SIO’s major organizational units.
Planning and coordination for equal opportunity, staff affirmative action, and other
diversity-enhancing efforts within VC-MS is conducted by the SIO Diversity Leadership
Team, currently composed of four faculty, three students, and six staff members,
including SIO’s Diversity Officer and lead HR staff officer. The SIO Diversity Leadership
Team meets quarterly to share information and coordinate efforts to advance diversity
goals for the institution. Members of the team also serve as SIO’s representatives on
various campus committees including the UC San Diego Outreach Council, Faculty
Equity Advisors, Staff Equal Opportunity Enrichment Program Committee, VC
Affirmative Action Work Group, and the Campus Council on Climate, Equity, and
Inclusion.
Regular communication on diversity goals and progress in Marine Sciences serves as an
important reminder for supervisors and all involved in the staff recruitment process. At
monthly SIO business meetings, updates on EO/AA/diversity policy and practices are
provided and discussed. In December 2013, the Director of UC San Diego’s Office of
Equal Opportunity/Staff Affirmative Action met with SIO business officers, HR Contacts
and the Assistant VC-MS, to provide an update on staff affirmative action and diversity
at UC San Diego, including data on hires, promotions, and separations. Sharing
information on changes in representation throughout VC-MS with the managers who
oversee hiring and succession planning is critical to ensuring widespread
understanding of progress on goals and guidance on strategies to improve areas of
underutilization. SIO will continue to hold these focused meetings at least once a year.
In addition, the SIO “Dashboard,” a quarterly report on all aspects of SIO’s operation
disseminated to Scripps senior management, includes metrics on faculty, staff and
student diversity and outreach activities. Tracking progress on diversity efforts in the
Dashboard signals the priority attention given to this issue by SIO leadership.
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Human resources contacts at SIO meet quarterly to receive updates on various
programs and services under UC San Diego Human Resources, including information
on disability accommodations from the office of DisAbility Counseling and Consulting
(formerly ACCES) and updates from EEO/SAA staff. SIO’s Director of Staff HR plans to
have this group meet at least four times each year to maintain a forum for information
sharing, with a focus in 2015 on the re-introduction and integration of Equal
Employment Opportunity Staff Advisers to the review/selection process for certain staff
job recruitments. At least five SIO career employees have been identified to serve in this
role and will begin training under the guidance of the UC San Diego EEO/SAA office in
2015.
In September 2013, SIO senior administrative and academic leadership met with the
Vice Chancellor for Equity, Diversity and Inclusion (VC-EDI) to discuss opportunities
and challenges in advancing diversity goals in the context of Scripps’ strategic planning
effort. These discussions followed a presentation by VC-EDI on “Excellence Through
Diversity” delivered to a wider audience at Scripps, elevating awareness of empirical
research data that helps explain our institutional commitment to increasing diversity.
On March 19, 2014, SIO hosted a meeting with UC San Diego’s Assistant VC for
Business Affairs, the Director for ACCESS and Equal Opportunity/Staff Affirmative
Action, and the Director for Employee and Community Outreach to discuss strategies
for increasing staff diversity. This meeting was attended by SIO senior leadership
including the VC-MS, Assistant VC-MS, SIO HR Staff Analyst, and SIO Diversity Officer.
Many of the ideas discussed have been integrated into SIO’s strategic plan for diversity
and some have already been implemented. Scripps will continue to promote
participation in similar training opportunities to strengthen SIO’s capacity to produce
and manage meaningful change with respect to cultural diversity at work.
Outreach Programs and Efforts to Increase Diversity and Reduce Underutilization:
Outreach is seen as a key tool for increasing diversity in all areas at Scripps, supporting
recruitment not only for staff positions, but also for the research and academic
workforce. The Diversity Leadership team acknowledges that part of the challenge in
attracting diverse applicants for positions at Scripps may be related to larger public
perception issues that exist for institutions often referred to as “elite” or whose
specialized research (in earth and ocean sciences) may make them seem inaccessible.
Fairly or not, the institution is sometimes perceived as unwelcoming to the very people
we would like to attract, and the research and working environment may be similarly
misunderstood. We are mindful of the need to change these impressions.
Based on comments we have heard from job seekers at career fairs and other anecdotal
evidence, we believe there may be a misperception about the types of jobs and required
qualifications for employment at Scripps. In an effort to increase public awareness of
the wide range of job types that exist and dispel any notions that employment at SIO
requires a specialized background in science or an advanced degree, we are proactively
addressing that message through various outreach efforts. A working group including
members of the Diversity Leadership team and representatives from SIO/UC San Diego
communications and development offices was established to explore the issue and
identify messaging opportunities utilizing both social media and traditional
communication strategies to alter these perceptions.
VC-MS efforts to build a workforce more closely resembling the demographics of the
state and region we serve are reinforced by other outreach initiatives that engage
traditionally underserved local communities through earth and ocean science
education. These activities are led by educators at the Birch Aquarium, by volunteer
groups like the Scripps Community Outreach Program in Education (SCOPE), Team for
Inclusion & Diversity in Education and Science (TIDES, formerly known as GDAWG),
Women and Minorities in Science (WMIS), along with many individual SIO students,
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faculty and staff involved in tutoring, community-based environmental education and
stewardship projects, from City Heights to the Tijuana River Valley. They provide a
visible demonstration of The UC San Diego Principles of Community in action.
Scripps continues to seek opportunities to recruit at job fairs catering to
underrepresented groups, especially those that reinforce other efforts to strengthen UC
San Diego’s connections to communities in need. Scripps participated in three job fairs
in the past year, all of which were focused on veterans, active duty military and
dependents: Miramar Career Fair, Women Veterans and Families Healing and Hiring
Resource Fair, and Veteran’s Outreach. Scripps HR representatives engaged with
potential job applicants and provided resume review and guidance on strategies for
applying for positions at UC San Diego. SIO plans to attend a minimum of three
outreach fairs in the coming year: 1.) Marine Corps Career Resource Fair, geared
towards active duty, veterans and dependents; 2.) Women Veterans and Families
Healing and Hiring Resource Fair; 3.) Jobtoberfest, focused on people with disabilities.
Scripps plans to advertise executive/management positions with new career sites to
reach a broader demographic of job seekers. Sites include: Chronicle of Higher
Education, Society of Research Administrators International, and National Associations
of College and University Business Officers. SIO has also requested time for brief
presentations and/or will have representatives present at UC San Diego’s quarterly
“How To Get Hired at UC San Diego” workshops to highlight Scripps and its
accessibility to job seekers.
Scripps continues to explore the use of social media tools like Facebook and Twitter to
make connections with underrepresented communities and increase familiarity with the
institution and the exciting variety of jobs it offers. However, getting information about
specific hiring opportunities out to diverse audiences is still achieved through
traditional UC San Diego job postings, which are picked up and re-listed on job search
engines hosted by minority-serving organizations like the San Diego Urban League. The
VC-MS has indicated its willingness to financially support SIO administrative units
incurring reasonable expenses associated with advertising open recruitments through
other diversity-oriented publications/websites, and will continue this policy. In a more
strategic effort to increase the diversity of applicant pools, SIO seeks interaction with
organizations whose members and audiences include those groups least wellrepresented at SIO. Scripps joined the San Diego County Hispanic Chamber of
Commerce in 2012 and now posts job announcements via the Chamber’s website, as
well as through the Central San Diego Black Chamber of Commerce. SIO intends to
explore networking opportunities through both organizations to familiarize members
with Scripps and promote it as a great place to work.
Employee Career Development: SIO promotes opportunities for staff at all levels to
attend career development workshops through the UC San Diego Staff Development
Program, Career Connection, Staff Equal Opportunity Enrichment Program (SEOEP),
and Diversity Education courses. These are advertised via e-mail notices and postings
on physical bulletin boards, along with other EEO/AA/diversity initiatives, events and
programs.
SIO hosted eight Career Connection workshops during the 2013-2014 period, with a
participation rate of 119 attendees, including many from SIO. Career Connection
courses are marketed through the e-mail listserv all-at-sio, and ten courses are planned
to be held on SIO’s campus in the 2014-2015 period. The VC-MS also encourages
participation in the UC San Diego Staff Mentorship Program. In Spring/Fall 2013, three
SIO employees served as mentors and two participated as mentees; for the Spring 2014
period, two employees served as mentors and two participated as mentees. SIO will
continue to seek baseline data about staff participation and outcomes in these
programs.
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Participation in Campus Programs: MSO’s and supervisory staff at SIO also are
encouraged to participate in programs that develop cultural competency among current
and future leaders, and strengthen skills needed for professional advancement. The VCMS ensures that a diverse group of employees from the Manager & Senior Professional
(MSP) and Professional & Support Staff (PSS) series take advantage of professional
development opportunities, including:
•
•
•
•
Management Skills Assessment Program: 2 employees in 2013-2014
Management Development Program: 6 employees in 2013-2014; at least 2
employees will participate in 2014-2015
Manager’s Toolkit: 1 employee in 2013-2014 and 1 employee in 2014-2015
Middle Management Advance: 19 employees registered in 2013-2014
Selection and Monitoring: The Scripps Diversity Leadership Team has discussed the
continuing challenge to address underutilization across SIO, and proposed some
recommendations as part of its strategic plan for enhancing diversity at SIO. Several are
mentioned among the outreach efforts listed above. Others focus on the
recruitment/hiring process and increasing general awareness of diversity goals. These
include:
•
•
•
•
Presentations for upper management and supervisors on EEO/AA hiring best
practices, research data on implicit bias, and other diversity-related issues
Reviewing with hiring supervisors workforce diversity data and job groups, and
titles where underutilization is greatest or most persistent
Requiring initial round(s) of interview(s) for certain positions to be conducted via
telephone
Integrating more interview questions related to diversity, equity and inclusion
It is now SIO’s policy that for all MSO positions, diversity language is integrated in the
job description (i.e., proven ability to provide effective leadership in a diverse, everchanging and unpredictable environment.) In addition, all staff hiring panels are
required to include at least two diversity/inclusion questions in the candidate
interviews. It is expected that when the Equal Employment Opportunity Staff Adviser
gets started, that additional ideas and thoughts will be introduced in order to continue
SIO’s goal of creating/expanding/offering a diverse and welcoming environment.
3. Health Sciences (including UC San Diego Health System)
UC San Diego Health Sciences encompasses the School of Medicine, the Skaggs School
of Pharmacy and Pharmaceutical Sciences, and UC San Diego Health System, including
UC San Diego Medical Center, in Hillcrest; and in La Jolla, Thornton Hospital, Moores
Cancer Center, Sulpizio Cardiovascular Center; and other centers, primary and
specialty practices of the UC San Diego Medical Group faculty physicians. As a top-tier
academic medical center, its role is to provide leadership in improving health through
research, education and patient care.
The key to innovation and successful patient relations is the diversity of our staff, a
respectful and inclusive work environment, and leadership properly trained in
managing diverse teams. Sound affirmative action programs, equal employment
opportunity policies and practices, and diversity education programs are essential for
sustaining the excellence and representative quality of our workforce.
As a major employer in a culturally and socially diverse community, UC San Diego has
intentionally worked to diversify its workforce. Health Sciences aspires to sustain equal
opportunity and achieve further diversity in our workplace. UC San Diego Health
Sciences maintains the commitment to affirmative action programs in accordance with
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UC policies and applicable federal and state regulations. Additionally, UC San Diego
implements its affirmative action programs in compliance with Article I, Section 31
(Proposition 209) of the California Constitution. UC San Diego is especially committed
to preventing underutilization by providing outreach programs to job applicants and
staff.
UC San Diego Health System is recognized as a “Leader in LGBT Healthcare Equality”
for the third consecutive year in the Healthcare Equality Index (HEI) 2014 report, an
annual survey conducted by the Human Rights Campaign (HRC) Foundation.
In addition, UC San Diego Health System received the City of San Diego Human
Relations Commission’s Business Diversity Award. This award acknowledges a business
or corporation for its focus on diversity and inclusion in its organizational philosophy
and demonstrated through its leadership, employment policies, corporate giving and
community initiatives.
Selection and Monitoring: UC San Diego Health Sciences is committed to providing
equal employment opportunity to all. And, like UC San Diego, does not select applicants
or award employees on the basis of race, color, national origin, ancestry, religion, sex,
gender identity, sexual orientation, pregnancy, physical or mental disability, medical
condition, marital status, age, citizenship, or status as a covered veteran.
UC San Diego Health Sciences incorporates the same monitoring mechanisms for
recruitment and hiring processes used by UC San Diego. The department develops
accurate statements of minimum job qualifications; recruits diverse applicant pools;
establishes diverse search committees; and consistently uses screening criteria that
lead to hiring decisions on the basis of job-related qualifications.
All staff job openings are advertised on the University’s online job bulletin which is
readily accessible to all UC San Diego and UC San Diego Health Sciences employees,
the local community, and national candidates. UC San Diego includes UC San Diego
Health Sciences staff openings when sending job announcements to various
professional and social organizations in the community, encouraging them to refer
qualified applicants, including women, minorities, and veterans. UC San Diego Health
Sciences also actively participates in the UC system-wide contract with America’s Job
Exchange in order to ensure all UC San Diego Health Sciences jobs are appropriately
advertised with local and state employment offices as well as minority, veteran and
disability organizations as part of OFCCP compliance.
HireOnline, the applicant tracking system used by both UC San Diego and UC San
Diego Health Sciences, has components that also help to improve the diversity of job
applicant pools. Features such as the “Referral Pool Diversity Preview” and “Interview
Pool Diversity Preview” show talent acquisition specialists and hiring managers
underutilization data and enable them to monitor the ethnic and gender composition of
job pools. In addition, guidelines and resources on how to diversify applicant pools are
readily available. Furthermore, the system serves as a tool for monitoring and
evaluating Health Sciences’ progress in reducing underutilization and diversifying the
workforce.
The University of California released a new e-course – “Hiring for Success: Interviewing
and Selecting Candidates” and Health Sciences Human Resources has made this course
available via the Learning Management System, UC Learning Center. The e-course
includes a section on EEO/AA policies and guidelines.
Health Sciences Human Resources talent acquisition specialists and service partners
work with the hiring managers to ensure diverse pools of candidates are available for all
openings, as well as ensure compliance with EEO/AA policies and guidelines.
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Health Sciences Human Resources (HSHR) conducts individual meetings with hiring
supervisors to review EEO and AA policies as they apply to open recruitments. This
information is also provided in the preliminary search and interview committee
meetings.
Department HR Managers or Staff HR Specialists support all recruitment efforts via
HireOnline and if necessary with conference calls or in person meetings. Panel-style
interviews are encouraged and HR Managers work to ensure that each panel is diverse.
Affirmative Action goals are reviewed for each title code at the time of resume review
and scoring of candidates for an open position. Interview notes and references are
reviewed and maintained by the department’s administrative office.
Candidates are ultimately selected based on referrals into the candidate pool from
HSHR, and the qualifications of the candidates as determined through the interview
process; and full consideration is given to the diversity objectives indicated in
HireOnline to achieve these objectives whenever possible.
By working with online recruitment tools and staff such as the ADEO, HireOnline and
e-Recruitment, departments ensure compliance under EEO and AA policies.
The Clinical and Translational Research Institute (CTRI) and Department of Family
Medicine and Public Health ensure that supervisors are provided hiring practice
guidelines to use during recruitment, assist with the development of appropriate
interview questions, and advise regarding the interview process. The Department of
Family Medicine and Public Health plans to develop guidance that will be disseminated
to supervisors once their referrals are forwarded by the HSHR Talent Acquisition team.
This checklist will detail best practices for selection and interviews, and provide lists of
sample interview questions.
Dissemination and Training of EO/AA Policy: Annually, the Chancellor reaffirms the
University's EEO policy, which is distributed electronically to all UC San Diego
employees. UC San Diego also publishes the policy in the Staff Personnel Policy
Manual, the Policy and Procedure Manual, and in all collective bargaining agreements.
The Chancellor’s Office annually disseminates statements reaffirming UC San Diego’s
Policy and commitment to Sexual Harassment Prevention and Accessibility to
Individuals with Disabilities to all of the Health System and School of Medicine.
Dissemination of EEO/AA policy and resources takes place at the time of hire at UC
San Diego Health Sciences. Health Sciences provides training on diversity, inclusion,
and unique patient preferences to Health System-funded employees during bi-weekly
New Employee Orientations (NEO). NEO is mandatory for every new employee. Health
Sciences employees are directed to the UC San Diego Principles of Community and the
Campus Diversity Education training programs at time of hire. These include Diversity
Education, Building Productivity Through Respect and Dignity, and Creating a
Rewarding Staff Environment.
In addition, all Health Sciences staff are encouraged to attend or take advantage of elearning and videos related to EEO/AA and diversity/cultural competencies through
SkillSoft.
New Housestaff (residents/fellows) are assigned the e-course “Non-Discrimination at UC
San Diego” as part of their organizational orientation. Self-paced online diversity and
inclusion courses are available to staff and managers at no charge through the Learning
Management System, UC Learning Center.
New employee orientation and annual updates (e-learnings) for Registered Nurses (RN)
and Licensed Vocational Nurses (LVN) include reference to cultural diversity.
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UC San Diego offers several courses related to EEO/AA via the UC Learning Center and
all supervisors and managers are encouraged to attend. The Culturally Competent
Management Program, which builds upon the Diversity Education course and core
cultural competencies, provides practical strategies to help leaders demonstrate the UC
San Diego Principles of Community. The Culturally Competent Management Program ecourse is open to all Health Sciences employees who direct the work of others.
UC San Diego Health Sciences talent acquisition specialists regularly educate
themselves on new regulations and developments regarding different diverse groups,
such as protected veterans. In addition, talent acquisition specialists attend meetings
through professional Human Resources groups such as the annual legal update
through the San Diego Association for Health Care Recruitment.
The Skaggs School of Pharmacy and Pharmaceutical Sciences (SSPPS) HR
administration further disseminates the Chancellor Office’s EEO/AA-related policy and
commitment information via listserv to School staff and volunteers (as reminders and
updates) and/or posting links to the information on their own website or staff bulletin
boards. In addition to the formal UC San Diego programs, the SSPPS Associate Dean for
Business and Fiscal Affairs has created internal SSPPS programs for administrators
that focuses on cultural competencies and other related information.
Approximately twice a year SSPPS staff are invited to participate in School-sponsored
workshops that promote cultural education and diversity. The SSPPS partners with UC
San Diego Human Resources, other campus offices and external consultants that
facilitate the programs. The School also sponsors an annual half-day Staff Retreat,
which incorporates information related to the Principles of Community, EEO/AA and
cultural competencies. All of these activities are well-received by the SSPPS staff and
attendance is at 100%.
In June 2014 the Assistant Vice Chancellor for Faculty Affairs provided a presentation
to faculty and staff in the SSPPS on “Faculty Recruitments and Reducing Biases” and
handouts with useful information on how search committees can reduce biases during
their recruitment process. This information has been incorporated in the SSPPS
materials used by their search committees.
In addition, the SSPPS uses information shared by the Vice Chancellor for Health
Sciences Human Resources on staff workforce and underutilization information, EEO
policy compliance, strategies, and training & development. This information assists the
SSPPS to address diversity and underutilization by focusing on the availability of
women and minorities who are trainable, promotion- and transfer-ready, and
communicating this readiness to individuals within our School.
Employment Assistance and Career Counseling: UC San Diego Health Sciences talent
acquisition specialists review resumes, follow up with the hiring department on behalf
of the applicant, and provide feedback to the candidate. In collaboration with the Career
Connection program, the Health Sciences talent acquisition specialists also participate
in workshops for staff on resume writing, interviewing skills, goal setting, and career
development. The Career Connection program creates opportunities for staff to gain the
knowledge and tools required to assist them in achieving enhancement of present
employment, and upward or lateral mobility.
The UC San Diego Health Sciences Employee Assistance Program (EAP) vendor site
features articles on all aspects of diversity, free training resources such as webinars
and PowerPoint presentations, and links to other resources such as Equal Rights
Advocates and the GLBT National Help Center for employees on a self-serve basis.
Health System departments requested the following trainings over the course of the
reporting period: Dealing with Random Acts of Violence, and Workplace Trauma and
Building Resiliency.
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Health Sciences Human Resources offered a Healthcare Equality Index (HEI) training
webinar to a broad cross-functional selection of managers and staff.
During the past year, two Skaggs School of Pharmacy and Pharmaceutical Sciences
(SSPPS) staff participated in the UC San Diego Promotion Project, which provides
training funds for individuals who receive a promotion or reclassification. By
participating in this program staff were able to increase their education and training,
which they then utilized in their jobs. During the same timeframe, three staff attended
UC San Diego Career Connection workshops, which provided assistance with career
planning, goal setting, job enhancement, and lateral or upward mobility.
The SSPPS has created a series of informal internal career paths within the School to
provide staff the opportunity to be competitive candidates for job opportunities within
the School. Specific areas of focus have been human resources and administrative
services. Plans are underway to create a similar opportunity in fund management. The
program was started approximately three years ago and to date 20% of the staff have
benefited from participating in this SSPPS program.
The Department of Neurosciences supports and encourages participation in Health
Sciences' Succession Planning Initiatives including those that focus on progressive
talent management throughout all career phases with the following programs:
•
•
•
Tier 1: Recruitment & Entry-Level Retention, which includes the Student
Apprenticeship Program and Millennial Workgroup
Tier II: Mid-Level Employees Pursuing Greater Operational Expertise, which
includes A-Z Training Series
Tier III: Leadership Development Programs, which include High Potential
Leadership Development, Leadership Development Workshops, a Leadership
Forum, Supervisors and Managers Training, and HS Internships
Outreach Programs and Efforts to Increase Diversity and Reduce Underutilization
Community and Outreach Events: Health Sciences Human Resources worked closely
with the Government and Community Affairs office as well as Nurse Recruitment, to
foster and maintain close community relationships by participating in various
career/job/health fairs and other community events. These events focus on outreach
to diverse groups of job applicants, including women and minorities, covered veterans,
and individuals with disabilities. Listed are some of the events and presentations to the
following entities:
Youth and General
• Health Care Academy: presentation on careers in healthcare for low-income
students
• Access Youth Program, preparing foster children for the entrance into the job
market
• As part of the HERE initiative: San Ysidro High School annual Career Fair;
University City High School Career Fair; and Lincoln High School Career Fair
• Healthcare Pathways at Patrick Henry High School
• Access Youth Program Career Academy for low income students
• Health Information Partners (HIP) for low-income high school students
• East County Career Center on Healthcare Careers
• Recruiter Roundtable on Life Sciences and Healthcare Industries, as part of UC
San Diego Extension’s public program
• How to Get Hired at UC San Diego workshops provided by the University’s HRTAOS unit.
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•
Second Chance Job Fair: attendees are youth (16-18 years old), adults, veterans,
former substance abusers, and formerly incarcerated persons.
Veterans
• Honor-a-Hero/Hire-a-Vet Job and Resource Fair
• Hiring Military Vets Forum
• REBOOT: organization which helps veterans transition from the military to
civilian jobs
• MilSpouse Club, for military spouses
• Presentation for employment counselors for veterans at Able-Disabled Advocacy
People with Disabilities
• Jobtoberfest: job fair for people with disabilities
LGBTQ (Lesbian, Gay, Bisexual, Transgender and Questioning)
• LGBT & Allies Job Fair
• Postings to the San Diego LGBT Center e-newsletter reaching approximately
20,000 recipients. The San Diego LGBT Center is the oldest and largest Lesbian,
Gay, Bisexual, and Transgender center in the U.S.
• In addition to attending community events, UC San Diego Health System
continued as medical sponsor for the San Diego LGBT Pride Festival, one of the
largest Pride festivals in the United States.
Minorities
• San Diego Black Nurses Association
• San Diego National Association of Hispanic Nurses
• Philippine Nurses Association of San Diego
In addition to these activities, Health Sciences employee resource groups actively drove
and engaged in a rich variety of education and outreach activities.
UC San Diego Health System Diversity Staff Association (DSA): The Diversity Staff
Association Lunch and Learn Speaker Forum is an annual event series to which DSA
invites employees or community members to speak. Topics for discussion are diversityrelated and intended to give insight understanding of multi-culturalism, equality and
inclusion. The event is designed to introduce an essential component of educating our
audiences to hear and learn about appreciating culture and ethnic heritage; encourage
respect for all people; and broaden participants’ understanding of cultural minorities,
disabilities, and language barriers.
Diversity Day at UC San Diego Medical Center, Hillcrest: The event celebrates Cultural
Diversity and provides an opportunity for medical center staff to get together, have
lunch, and enjoy each other’s culture. It is designed to deepen staff’s awareness of
cultural diversity, promote respect for people from different cultures, and encourage
inclusiveness and learning to live and work together as one.
UC San Diego Health Sciences Lesbian, Gay, Bisexual, Transgender and Questioning
(LGBTQ) Project: UC San Diego Health Sciences founded the LGBTQ Project in 2014.
The LGBTQ Project is an association created by UC San Diego Health Sciences’
Community Working Group of the Chancellor’s Advisory Committee on Gender Identity
and Sexual Orientation Issues (GISOI). The LGBTQ Project’s objective is to study the
cultural climate, gather statistical and anecdotal data, and assess the concerns of the
LGBTQ community pertaining to their health care and work environment. This
information is used to make recommendations and implement new strategies to create
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and maintain a welcoming healthcare environment that provides excellent education,
training and improves access to comprehensive, high quality health care services.
School of Medicine: The Center for Research in Biological Systems (CRBS) associated
faculty launched a diversity program called "BioChemCoRe." The main program runs
annually in the summer, with the extension research program continuing through the
academic year. The goal of this program is to increase the recruitment and retention of
young women in the physical sciences, especially computational chemistry and
biophysics, through experiential learning and networking.
For the past five years, a CRBS faculty member has served as representative to the
2012 National Conference for the Society for the Advancement of Native American and
Chicano Scientists (SACNAS), promoting graduate and postdoctoral opportunities to
underrepresented minority students. CRBS staff also supports the “Initiative for
Maximizing Student Diversity” Program, an NIGMS-funded UC San Diego initiative,
through mentoring of research projects.
The department also sponsors diversity fellowships and collaborates with the UC San
Diego Campus Office of Graduate Studies to ensure a diverse applicant pool for
fellowships. San Diego Fellowships are diversity fellowships offered by UC San Diego as
a means to enhance the campus educational environment. Each fellowship provides a
total of $25,000 toward stipend, tuition, and fees. This opportunity is available to CRBS
as part of a matching commitment from the UC San Diego Office of Graduate Studies
for an NIH P41 Award, which is in its 26th funded year.
The UC San Diego Student-Run Free Clinic, associated with the Department of Family
Medicine and Public Health, provides a large number of volunteer opportunities and
workforce programs. The Free Clinic staff is very diverse and community-based. The
associated volunteer service provides work experience and training for members of the
community. Many of the volunteers transition to career positions in the Department of
Family Medicine and Public Health.
Student Health Services (SHS) has coordinated the LGBT Health Day event for the past
three years, which includes HIV testing and specialty tables, and worked with LGBT
Resource Center staff on the annual World AIDS Day event on campus.
UC San Diego Health Sciences Plan for 2014-15: Since 2012, HSHR has undergone
transformation into a new department that consolidates personnel and services
historically spread out throughout the organization to create a highly responsive,
performance-based unit that delivers the spectrum of Human Resource services to the
entire Health Sciences enterprise. Through the new business model, HSHR is in the
position to develop an integrated EEO/AA strategy. The 2014/2015 plan and goals of
HSHR for the Health Sciences enterprise are as follows:
Awareness
• Continue to set common, robust standards and expectations at various points
of the employee life cycle, such as providing up-to-date information and
administering adequate training during New Employee Orientation and
annually to all Health Sciences employees.
• Improve access to consistent and up-to-date information, policies, training
material and complaint resolution by launching a comprehensive intranet site
for all Health Sciences employees and managers.
• Identify and create synergies across the Health Sciences enterprise, and provide
consistent and practical tools to continue to diversify our workforce at all levels
of the organization.
Employee Advocacy
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•
Continue to build out the Employee Advocacy function to improve the overall
knowledge base around diversity and inclusion, and connect departments with
training opportunities.
Training
• Continue to provide in-depth training for new and existing Human Resources
staff on EEO/AA requirements and best practices with respect to talent
acquisition and staff development.
• Provide management and staff with one central access point for training
programs and thus continuously increase participation.
Labor Relations
• Continue to execute a robust and consistent grievance process.
The new, more central HR structure also allows for better collaboration with, and
exponentiation of EEO/AA efforts across, the entire UC San Diego campus and Health
Sciences enterprise.
4. Vice Chancellor – Business Affairs
The Vice Chancellor – Business Affairs (VC-BA) is the consolidated financial
organization that provides institution-wide leadership for all financial reporting and
planning, support for the implementation of the comprehensive UC San Diego Strategic
Plan and operational leadership for primary financial and administrative operations at
the University. The VC area is culturally and ethnically diverse and is committed to
equal opportunity and diversity by reducing underutilization through training and
development as well as recruitment and retention. This equal opportunity/affirmative
action plan emphasizes the collaborative relationship and support of the VC-BA with its
divisions and operating units.
Dissemination and Training of EO/AA Policy: Every year, each VC-BA unit prepares a
formal diversity plan which outlines strategies to reduce underutilization and increase
workforce diversity including implementing recommendations with the Director of
EO/SAA. At the end of the reporting year of October 31, 2014, senior managers
submitted the results of their efforts along with plans for the coming year. Goals
progress and adherence to The UC San Diego Principles of Community are used in
annual performance appraisal discussions with senior managers. In addition, the VCBA reviews the diversity section of the Staff @ Work survey at the annual senior
management retreat to understand staff perceptions regarding the diversity climate in
each unit.
All VC-BA units report that the onboarding process includes distribution and
discussion of The UC San Diego Principles of Community, and one unit requires all new
employees to complete independent study training on The UC San Diego Principles of
Community within seven days of hire.
In an effort to encourage staff to think outside stereotypes, one VC-BA unit continued
the use of a Ted Talks video entitled “The Danger of a Single Story” at their onboarding
orientation. This thought provoking program has been successful in helping staff to
look at people on a deeper level and as individuals.
VC-BA units mandate comprehensive supervisory training which includes diversity
education and sexual harassment prevention.
All VC-BA units participate in the Middle Management Advance workshop which often
addresses EEO/AA issues.
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Outreach Programs and Recruitment: The VC-BA units continue to reach out to the
community by attendance at community events conducted for veterans’ groups, people
with disabilities, and to sponsor other campus celebrations such as Black History
Month. Outreach efforts were continued with the San Diego Workforce Partnerships
Metro and South Metro Career Centers.
One VC-BA unit continued use of “Tunnel of Oppression,” an interactive event that
highlights contemporary issues of oppression. It is designed to introduce participants to
the concepts of oppression, privilege, and power. Participants are guided through a
series of scenes that aim to educate and challenge them to think more deeply about
issues of oppression. Facilitators help participants reflect on their experiences and put
their newfound knowledge to use in their everyday lives. This program will be expanded
from students to staff in the coming year.
VC-BA managers and supervisors continue to work with HR to develop recruitment
plans for senior management and professional positions before they are advertised.
These plans address ways to attract a diverse applicant pool while exercising good faith
efforts to reduce underutilization. The VC-BA units emphasize recruiting diverse
applicant pools for its staff job vacancies. Underutilization statistics are provided,
understood, and used in the development of each recruitment plan. All VC-BA units
utilize advertising in industry, trade, and community-interest group publications that
will reach underutilized applicants and recruiting websites, which target diverse
applicant pools.
Employee Career Development: The VC-BA has demonstrated commitment to diversity
through the funding of diversity and affirmative action training programs as well as
many outreach activities and programs. The VC-BA funded UC San Diego Career
Connection and VC-BA managers and staff are encouraged to participate in these
programs, which are designed to enhance the promotional opportunities of all
employees, including women and people of color. Departments actively participate in a
variety of campus-wide programs including the Staff Equal Opportunity Enrichment
Program (SEOEP), Staff Mentorship Program, Internship Program, UC San Diego Career
Connection, Summer Hire-A-Youth Program, and the Promotion Project.
SEOEP applications for VC-BA staff members totaled 18 for 2013-14, with all 18
receiving an award. During the year, 340 VC-BA employees utilized Career Connection,
with 53 being first time participants. Seventeen VC-BA staff participated in the Staff
Mentorship Program during the year, and one VC-BA staff member was supported
through the Promotion Project.
The VC-BA and VC-BA units provide support and funding for a number of campus-wide
training programs as well as programs for staff inside the VC area designed to train
employees and prepare them for advancement opportunities.
•
Vice Chancellor – BA coordinated and funded the campus-wide English as a
Second Language (“ESL”) programs for the 22nd consecutive year.
•
One VC-BA unit continued their department-wide educational assistance
program entitled “Funds for You,” where 28 staff who are working to complete
higher education or certificate programs were awarded $96,000 in training
funds. This year, three Bachelor’s degrees, one Master’s degree and one
certificate program were completed.
•
One VC-BA unit expanded departmental cross-training programs where
employees could gain experience in entirely different positions. Opportunities
offered for this year were Senior Clerk, Assistant Food Service Managers, Lead
Custodians, Building Maintenance Workers, and HR Specialist.
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•
The STRIVE program, a competitive career development training program
continued in one VC-BA unit to proactively provide accelerated training and
mentorship for future leaders and managers. Current STRIVE members are 83%
female and 42% people of color.
•
One VC-BA unit launched a Leadership Academy for their technical IT
employees in an effort to both identify future managers and provide career
development for technical staff. Another unit implemented a Management
Academy targeting mid-level managers.
•
A “Computer Clinic” training program was initiated by one unit to assist staff
with little computer literacy. These programs were available in both English and
Spanish.
•
A management internship program was developed which funds two full-time
interns for 12 months following a comprehensive curriculum and rotation
through all aspects of the division and includes completion of a certification.
•
Two HR staff in one VC-BA unit completed an On-Line Teaching Certificate
through UC San Diego Extension to promote the development of more on-line
training programs targeting the needs of front line staff.
•
Funding and training continued to be provided for food service production
managers in support of their professional certifications. Refresher courses are
also provided to keep employees updated on developments in their field.
These programs demonstrate an ongoing commitment to help employees, including
women and people of color, advance professionally at the University.
Participation in Campus Programs: VC-BA managers and staff continue to serve on a
variety of campus committees dedicated to diversity and training, including the
Chancellor’s Advisory Committee on Gender Identity and Sexual Orientation; the
Faculty and Staff LGBT Community Committee; the Faculty and Staff Christian
Association; the Equity, Diversity and Inclusion Committee; and the Vice Chancellor
Affirmative Action Workgroup, which continues to communicate and share best
practices, make recommendations, and implement programs to improve diversity. VCBA also promotes participation in the annual Equal Opportunity/Affirmative Action
Diversity Awards selection process and ceremony. VC-BA received University-wide
recognition at the 19th Annual Equal Opportunity/Affirmative Action Diversity Awards
as one program was honored in 2013-14.
Selection and Monitoring: VC-BA remains committed to the assurance of fairness and
nondiscrimination, and supports and uses creative ways to strengthen monitoring of its
departments’ selection processes. Units report that they continue to require diverse
interview panels where this tool is employed in the process, and a number of them
require HR staff to serve on interview panels to maintain and monitor compliance with
standard HR practices and act as a resource to the panel.
A number of units report efforts to ensure all existing staff are aware of new
opportunities within the department without having to frequent the campus job board.
Staff are encouraged to apply and to make referrals of qualified applicants.
New appointments are reviewed and approved by the VC-BA to determine if a good faith
effort has been made in the recruitment and selection of candidates before making an
offer. To accomplish this objective, all departments use the Hire Online automated
applicant system to monitor and document their applicant and interview pools, resume
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screening decisions, and candidate evaluation and selection processes. Use of this
system helps the VC and departmental management to effectively monitor hiring
activities. One unit reports providing one-on-one training for hiring managers for the
full cycle recruitment process to ensure diversity goals are considered and met, and
that recruitments are in compliance with policy and best practices.
Many units report efforts to update and maintain job descriptions which reflect the
duties of each staff member. Implementation of the new JDOnline system is anticipated
to make the job description creation and update process more efficient and less time
consuming.
On an annual basis, the VC-BA and senior managers meet with the Director of Human
Resources and the Director of Equal Opportunity/Staff Affirmative Action to review the
results of the hiring and promotional activities of the VC area, as well as to identify
opportunities and specific job groups to emphasize for the coming year.
5. Student Affairs
Dissemination and Training of EO/AA Policy: Student Affairs continues to focus on
Affirmative Action Awareness and Training with positive results. The Vice ChancellorStudent Affairs (VC-SA) regularly meets with the leadership and management teams
(Leadership, Council, and Unit Heads) and ensures communication about the EEO
policy, non-discrimination statement, affirmative action responsibilities of hiring
authorities, and the potential implications of non-compliance. The VC-SA emphasizes
Affirmative Action objectives at Strategic Planning meetings with the VC-SA Council and
at Unit Heads meetings. The VC-SA has clearly articulated the relationship between
Affirmative Action responsibilities and objectives, and job performance evaluations.
Individuals comprising the Student Affairs management team have the responsibility to
pass along the education, ensuring staff are aware of affirmative action policies and
programs, and are able to identify related problems and solutions in their respective
areas. At the implementation level, Student Affairs management continues the practice
of regularly convening meetings of departmental business officers and HR contacts to
discuss new and ongoing policies and procedures related to Affirmative Action. Student
Affairs continues to invite key campus partners to present at relevant monthly meetings
to ensure timely dissemination of policy changes and updates, new tools and resources,
and campus wide initiatives.
Student Affairs recognizes that its success in diversifying its workforce presents a
significant opportunity to increase diversity at the management and executive levels
through internal staff development and promotions. Student Affairs maintains its focus
on staff training and professional/career development by encouraging its staff to
participate in local and national conferences, institutes, and programs that will improve
their work-related knowledge and skills, their performance, and their opportunities for
advancement. These efforts promote diversity by developing well-qualified staff to
become competitive for management and MSP level positions, which will help Student
Affairs meet affirmative action goals for underrepresented groups at this level. Training
and professional development is the predominant vehicle through which we encourage
diverse participation and promote affirmative action. Programs include activities
coordinated through Staff Education and Development that serve the University-wide
community, such as Management Skills Assessment (MSAP) and Business Officer
Institute (BOI); local campus-wide programs such as Manager’s Toolkit; and internal
programs developed and recommended by the Student Affairs Professional Development
Committee. When evaluating who attends these programs, participant attendance is
reviewed to ensure that all departments and clusters within Student Affairs provide
staff equal access and opportunity to join in the various programs and trainings, and as
we plan in-house trainings and workshops, we also ensure the diversity of trainers and
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presenters (from on- and off-campus) and that the subject matter presented is relevant
to the broadest audience possible.
Student Affairs has also expanded its effort to increase awareness of various campuswide staff recognition events to include the UC San Diego Equal Opportunity/
Affirmative Action and Diversity Awards program and the Exemplary Staff Employee of
the Year program. Proudly, our efforts result in having Student Affairs staff, units, and
programs recognized at these events. We hope to continually increase the number of
nominees and awardees at these annual events.
In addition to continued sponsorship for participation in campus-wide development
programs such as Middle Management Advance; Staff Development Program; the
Executive Management Forum; and the UC-wide initiated effort, Management
Development Program (MDP); Student Affairs maintains its own Staff Development
Fund which is highly promoted and is being utilized by staff within all job
classifications. Staff is encouraged to utilize these funds as a means of developing and
cultivating their skills and knowledge and prospects for job and career advancement. In
review of the past year, 60 individuals and one group have received support to attend
professional conferences, trainings, advanced degree courses, certificate programs,
workshops, and consortiums.
An ongoing program to highlight is the Residential Life Equity Minded and Social
Justice Education Workshop which is fully integrated into the fall orientation
programming and continues delivering training to over 200 student leaders and
Resident Assistants each year. Approximately 60 staff members from all areas of
Student Affairs and the campus community centers serve as facilitators for the
students involved in this training. Topics covered included multiple dimensions of
identity, diverse learning communities, social group constructs and oppressions,
cultural identity, and include ample time for discussion and understanding among
those attending. This was a locally-developed training brought to fruition by an
organizing committee who, based on their own experience, exposure, and education,
trained those who would facilitate various segments throughout the two days. While the
recipients of the training are students, the staff who serve as facilitators for the small
groups of 6-7 are hearing, teaching and experiencing the diversity learning with their
peers throughout the workshop. Additionally, the staff who organizes the workshop
conducts assessments both immediately following the workshop and after they
complete their full year of RA service to consistently evaluate and improve the
workshop.
Outreach Programs and Efforts to Increase Diversity and Remedy Underutilization
Student Affairs reaffirms its commitment to affirmative action and encourages the
hiring department to recruit diverse applicants for its positions.
The VC-SA office works with campus HR to ensure the development of diverse applicant
pools for Student Affairs’ job openings. The VC-SA is also committed to providing
funding for outreach advertising, especially for positions in underutilized areas. Student
Affairs collaborates with the professional recruitment team and executive recruiters in
campus HR to identify diverse applicant pools for its management and professional level
positions utilizing national journals and professional associations as outreach partners
for advertising opportunities. The Student Affairs HR Analyst serves on the UC San
Diego Outreach Council and we have increasingly utilized the job bulletin boards
offered through various professional organizations such as NASPA, NAFSA, ACPA,
PACRAO, NPACE, CollegeSource and the Chronicle of Higher Education. As a result,
Student Affairs has successfully recruited and subsequently hired women, minorities,
and individuals with disabilities into job areas where underutilization existed.
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Additionally, we promote opportunities for staff to attend career development workshops
and participate in award programs. Each quarter that the Student Affairs IMPACT
newsletter is published, training and development opportunities, on- and off-campus
via campus resources and professional organizations, are included to ensure staff is
reminded of forthcoming professional growth and development programs. Of special
note, the new Student Affairs Veteran’s Resource Center (SVRC), initiated and funded
through Student Affairs, was dedicated on November 7, 2013, opened its doors in the
spring of 2014, and serves the estimated 600+ service members, their spouses and
dependents on campus.
Selection and Monitoring: To ensure fairness in the selection process, Student Affairs
requires all hiring departments to apply affirmative action criteria in the selection
process, to include establishing diversity within both screening and selection
committees, and each department forwards to the VC-SA all hire selection documents
for review and assessment prior to approval. Student Affairs’ personnel with hiring
authority, as well as search committees, are informed of and asked to consider any
underrepresentation during the recruitment process, and to expand outreach efforts in
those instances where the candidate pool is not fully representative of the diversity we
hope to achieve within Student Affairs.
6. Resource Management and Planning (RMP)
Dissemination and Training of EO/AA Policy: The Vice Chancellor of RMP’s (VC-RMP)
commitment to EEO/AA continues to be widely shared and discussed throughout RMP
departments. Emphasis continues to be placed on recruitment guidelines that were
developed to improve diversity in applicant pools. Management evaluations continue to
discuss and/or contain performance standards that address EEO/AA responsibilities
and embrace The UC San Diego Principles of Community. Through the evaluation
process the VC-RMP is able to reaffirm his commitment to, and expectation for,
affirmative action progress. Sexual Harassment Training compliance is tracked and
enforced.
UC San Diego EEO/AA policies and notices are posted in high visibility areas in all RMP
departments. All RMP HR staff receives EO/AA training.
2014-15 Planning:
•
VC-RMP HR will continue to emphasize recruitment guidelines that encourage
diverse applicant pools in all RMP hiring.
•
Recruitment efforts have been expanded to include the following outreach
options: American Job Exchange, Hire-A-Hero, and Nativehire.org.
•
Management will continue to be tasked with showing progress towards meeting
underutilized goals in recruitments as a key part of the annual evaluation
process.
•
Directors and managers will continue to be required to complete regular
Diversity Education and Sexual Harassment Prevention training.
•
Dissemination of Staff Education and Development information and
opportunities, and participation by staff in career-related training will continue
to be encouraged and supported financially.
•
Language translational services will continue to be provided to employees for
benefits enrollment, campus surveys and compliance requirements.
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•
Participation on university-wide committees and events that focus on diversity
will continue to be encouraged and supported.
•
Policies and procedure notices relating to EEO/AA and The UC San Diego
Principles of Community will continue to be posted.
Outreach Programs and Efforts to Increase Diversity and Remedy Underutilization
Recruitment/Selection Process: This past year, VC-RMP HR’s recruitment efforts
continued to demonstrate a broad outreach to diverse applicants resulting in the hire of
several staff from underutilized categories. VC-RMP policy and guidelines for hiring new
staff requires developing a recruitment plan that focuses on underutilization within the
VC unit. These plans include targeting specific demographic markets using recognized
media outlets for job postings. They also include having a diverse review panel during
the screening and interview process. Together these have resulted in the establishment
of acceptably diverse applicant pools.
RMP provided student mentorship/internship programs for matriculated and extension
students (VC Office of Sustainability intern; Green Student intern; and Urban Studies
and Planning intern). Management is encouraged to support diversity when accepting
applicants for these opportunities.
Staff participated in the Manager’s Tool Kit program jointly sponsored by University
Extension and Staff Education and Development and subsidized by VC-RMP. Staff also
participated in the Business Officer Institute, Career Connection, UC Management
Development Program, UC Explore, UC Management Skills Assessment Program, and
many other professional training opportunities.
2014-15 Planning:
•
VC-RMP has committed to subsidize participants in the Manager’s Tool Kit
program. This program, jointly sponsored by University Extension and Staff
Education and Development, is designed to develop and/or enhance skills
associated with management, leadership and communication which are critical
components to succession planning.
•
In addition, VC-RMP continues to support participation in the Business Officer
Institute, and the UC Management Skills Assessment Program. RMP also
provides funding to several diverse groups in support of their
programs/activities (Black Staff Association, Native American Council, and
Chicano/Latino Staff Association).
•
VC-RMP HR will continue to require demonstration of broad outreach as
evidenced by diverse applicant pools in all hiring. Management will be required
to follow VC-RMP policy and guidelines for recruitments, including focused
outreach and hiring from underutilized categories.
•
Internships will continue to target diverse applicant opportunities.
Diversity Education and Participation in Campus Programs: RMP continues to remain
committed to ongoing diversity education, and promotes opportunities for expanding its
knowledge and celebration of diversity within our departments and on campus. Staff is
encouraged, supported and attends numerous celebrations of diversity offered on
campus (e.g., recognition of African-American, American Indian, and Gay and Lesbian
staff and faculty members).
Managers have completed Diversity Education, Sexual Harassment Prevention training,
and Violence Against Women Act (VAWA) training. Through the evaluation process staff
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is encouraged to participate in Staff Education and Development and other professional
opportunities that will enhance their career path. RMP continues to offer educational
reimbursement to staff for career-related courses.
VC-RMP has continued to subsidize and encourage staff participation in leadership
training and development programs that include the Manager’s Tool Kit, UC Business
Officer Institute, Career Connection, UC Management Development Program, UC
Management Skills Assessment Program, UC San Diego Staff Mentorship Program,
Trade Mentorship Program, 2014 Staff Development Program, 6th Annual UC San Diego
Women’s Conference, Exemplary Staff Employee of the Year, and Equal
Opportunity/Affirmative Action and Diversity Award programs. Additionally, staff
continue to participate in skill-based programs, specialized programs for professional
development, and online offerings to maintain professional certifications/licenses, etc.
Resume writing services are available to our student workforce, and staff is encouraged
and actively participates on a variety of UC and campus-wide committees.
VC-RMP continues to provide sponsorship and support to a variety of annual events
such as the Small Business Diversity Expo; the Women’s Conference; UC San Diego’s
annual Staff Appreciation events; RMP staff recreation subsidized membership; Doing
Business with UC San Diego; Light Up the Night event; Celebrate the Night; Black
Student Resource Center; MEChA; Native American Student Alliance; etc.
VC-RMP also supports partnerships with RMP senior leadership, campus and external
organizations such as UC San Diego’s staff associations, the Preuss School, San Diego
Police, etc.
2014-15 Planning:
•
VC-RMP will continue to provide educational and professional opportunities to
career staff that will enhance their skills, provide leadership training and
development opportunities, and assist in maintaining certifications/licenses, etc.
•
Staff will continue to be encouraged to participate in Career Connection
offerings, as well as offering resume writing services to students.
•
Staff will continue to be encouraged and supported in participating in diversity
organizations/events on campus.
•
VC-RMP will continue to collaborate with campus outreach efforts in genderbased programs such as the annual Women’s Conference.
•
VC-RMP will continue to provide sponsorship of and support to UC San Diego’s
annual events.
•
Management will continue to be required to complete Diversity Education and
Sexual Harassment Prevention training classes as scheduled.
•
VC-RMP will continue to provide opportunities and support for staff to
participate in various campus-wide and UC committees.
•
VC-RMP will encourage Equal Opportunity/Affirmative Action and Diversity
Award nominations from departments and individuals that recognize individuals
and departments in their diversity efforts.
•
VC-RMP will encourage nominations from departments for the Exemplary Staff
Employee of the Year award in order to recognize staff and build morale.
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•
VC-RMP will continue to subsidize and maximize resource dollars available to
support educational programs and provide staff training, including providing
resources for an RMP student work-study program.
Professional Development and Succession Planning: Staff evaluations include
identification of training goals that will assist in their career development. Staff is
encouraged to apply for Staff Equal Opportunity Enrichment Program (SEOEP) funds
which augment funding for development needs.
RMP continues to work on retention and succession planning, where staffing levels
allow, and has identified key positions and training in the development of cross-training
goals that will promote learning and knowledge while providing career opportunities for
staff in those departments. Promotions and reclassifications have provided some career
opportunities for staff in this area as existing staff shoulder more duties.
Professional development funds for staff have consistently been budgeted to ensure the
appropriate investment of resources to support staff in taking advantage of professional
training, seminars, continuing education, professional memberships, and maintaining
license designations, as well as being trained as campus EO/AA staff human relations
advisors.
2014-15 Planning:
•
Application for Staff Equal Opportunity Enrichment Program funding will be
sought as programs are developed.
•
Professional staff will be encouraged to attend, and funds continue to be
provided for, attendance at conferences, seminars, and required training that
relates to their employment. Professional and/or leadership development growth
will be recognized whenever possible when reviewing positions for
reclassifications or promotions.
•
Opportunities to enhance availability of training and improve productivity will be
provided by RMP to staff who will most benefit from that training.
•
Identification of career goals continues to be a component of all departments’
staff evaluations.
Selection and Monitoring: Managers develop a recruitment plan for each new hire
ensuring that candidates from underutilized groups are targeted in the marketing of job
postings, qualified candidates are identified and, if appropriate, provided an opportunity
to present their qualifications as they relate to job requirements. The recruitment plan
also ensures that selection panels are diverse and that adequate documentation exists
to support any hiring decision. Oversight for all recruitments is provided by VC-RMP HR
with the requirement that all departments follow RMP’s guidelines for the
screening/selection process.
2014-15 Planning:
•
Develop action plans for those departments that need increased diversity.
•
Consistently reiterate to management that underutilized categories are to be
addressed.
•
Continue VC-RMP HR oversight of all hires to ensure compliance with RMP
guidelines.
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7. Advancement
Advancement, previously under VC-EBA, is a new Vice Chancellor area. Advancement is
culturally and ethnically diverse, and is committed to equal opportunity and diversity
by reducing underutilization through recruitment and retention, training, and
development. This Equal Opportunity/Affirmative Action Plan emphasizes the
collaborative relationship and support of the Vice Chancellor of Advancement (VC-A).
Dissemination and Training of Equal Employment Opportunity/Affirmative Action
Policy: VC-A remains committed to ongoing diversity education, and promotes
opportunities for expanding knowledge and celebration of diversity within our
department and on campus. Staff is encouraged and supported to attend numerous
celebrations of diversity offered on campus. Emphasis continues to be placed on
recruitment guidelines that were developed to improve diversity in applicant pools.
Management evaluations contain performance standards that address EO/AA
responsibilities and embrace The UC San Diego Principles of Community.
Managers have completed Diversity Education and Sexual Harassment Prevention
training, which is tracked and enforced. Through the evaluation process, staff is
encouraged to participate in Staff Education and Development and professional
opportunities that will enhance their career path. VC-A continues to offer educational
reimbursement to staff for career-related courses.
VC-A has continued to subsidize and encourage staff participation in leadership
training and development programs that include the Manager’s Tool Kit, UC Business
Officer Institute, Career Connection, UC Management Development Program, UC
Management Skills Assessment Program, UC San Diego Staff Mentorship Program, 6th
Annual UC San Diego Women’s Conference; as well as the Exemplary Staff Employee of
the Year and Equal Opportunity/Affirmative Action Diversity Awards programs.
Additionally, staff continue to participate in specialized programs for professional
development and online offerings to maintain professional certifications/licenses, etc.
Staff is encouraged to actively participate on a variety of UC and campus-wide
committees.
Staff Equal Opportunity Enrichment Program (SEOEP) applications for VC-A staff
members totaled eight for 2013-2014, with eight receiving an award. During the year,
13 employees utilized Career Connection. The Mentorship program had 16 staff
members signed up to act as a mentor and six registered as mentees.
VC-A provided support and funding for a number of campus-wide training programs,
and fully funded internal and external programs designed to train employees and
prepare them for advancement opportunities.
•
VC-A offers continued educational assistance for staff who are working to
complete higher education or certificate programs
•
VC-A implemented diversity training, and trained all staff on The UC San Diego’s
Principles of Community (POC), and instituted written POC training as a part of
the onboarding process
•
VC-A participates in the Middle Management Advance workshop, which
addresses EO/AA issues
•
Student internships are actively used, where quarterly and annual internships
are supported by the department. The outreach efforts promote equal
opportunity for current students, the next generation of full-time workers
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•
Managers and staff serve on a variety of campus committees dedicated to
diversity and training
•
Identification of career goals continues to be a component of all units’ staff
performance evaluations
These programs demonstrate an ongoing commitment to help employees advance
professionally at the University.
2014-2015 Planning:
•
VC-Advancement will continue to provide educational and professional
opportunities to career staff that will enhance their skills, provide leadership
training and development opportunities, and assist in maintaining
certifications/licenses, etc.
•
Staff will continue to be encouraged to participate in Career Connection
offerings, as well as internal professional development offerings and workshops
•
Staff will continue to be encouraged and supported in participating in diversity
organizations/events on campus
•
VC-A will encourage Equal Opportunity/Affirmative Action and Diversity Award
nominations from departments and individuals that recognize individuals and
departments in their diversity efforts
•
VC-A will encourage nominations from departments for the Exemplary Staff
Employee of the Year award in order to recognize staff and build morale
•
VC-A will continue to subsidize educational programs, as resources are
available, to support educational programs and provide staff training
•
Management will continue to be required to complete Diversity Education and
Sexual Harassment Prevention training classes as scheduled
•
Applications for SEOEP funding will be sought as programs are developed
Outreach Programs and Efforts to Increase Diversity and Remedy Underutilization:
VC-A’s recruitment efforts continued to demonstrate a broad outreach to diverse
applicants, resulting in the hire of several staff from underutilized categories. VC-A
policy and guidelines for hiring new staff require having a diverse review panel during
the screening and interview processes, which has resulted in acceptably diverse
applicant pools.
VC-A HR continues to work with campus HR to develop recruitment plans for senior
management and professional positions before they are advertised. These plans address
ways to attract a diverse applicant pool while exercising good faith efforts to reduce
underutilization. Advancement utilizes advertising in industry, trade and communityinterest group publications that will reach underutilized applicants, and recruiting
websites which focus on diverse applicant pools. Advancement’s Director of Diversity is
a member of the Pan-Asian Staff Association, and meets regularly with the officers of
the Office of Equity, Diversity and Inclusion. Scholarships are solicited for opportunities
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to enrich the diversity of our campus community, designed to attract students who
meet the rigorous academic guidelines of UC San Diego, as well as first generation
college students, families who meet the UC Blue & Gold guidelines, students
demonstrating high financial need who are from targeted schools or pre-collegiate
programs in California, and OASIS – supporting Summer Bridge and student retention
efforts.
Alumni and Community Engagement (ACE) increased its efforts toward Community
Outreach in 2014 in the following areas:
•
National and international regional club leaders, staff and volunteers conduct a
fun mix of social, cultural, athletic, and academic activities for alumni and
current students, annually. International clubs have alumni representatives
from Australia, China, Europe, Germany, Japan, United Kingdom, Singapore,
South Korea, Taiwan and Vietnam. Active alumni cultural and special interest
groups, such as the Asian-Pacific Islander Alumni, LGBT and Black Alumni
Councils, provide connection and outreach for core volunteers, alumni and the
campus community. In addition, ACE continues to sponsor campus cultural
celebrations and diversity programs (i.e., Black History Month, Cross Cultural
Center and more). When a job is in recruitment, the online job bulletin posting
is often circulated to all alumni volunteers in an effort to broaden awareness,
increase diversity and remedy underutilization.
•
UC San Diego Alumni provides philanthropic and program support to various
campus partners and student groups including Athletics, Black Student Union,
UC San Diego Libraries, Tritons and The Preuss School; and awards
scholarships to involved, leadership-oriented students, with high financial need
and academic merit.
•
Career Services and Professional Development provides focused workshops and
forums to a diverse population including the Career Night for UC San Diego
Kaibigang Pilipino Club, International Graduate Student Career Forum, Making
the Most of Industry Networking Night: Presentation for UC San Diego Black
Student Union, Veteran Connections Workshop Series, and Workforce
Recruitment Program for College Students with Disabilities (WRP). “Career MeetUp” activities to explore, support and celebrate diversity happen in partnership
with La Raza Resource Centro, Black Student Resource Center, Student
Veterans Resource Center and Cross Cultural Center, and one member of our
team is actively involved with the recently formed Undocumented Student
Workgroup. In addition, UC San Diego students are offered the opportunity to
put their education, skills and experience to work in one of over 70 different
countries through Peace Corps volunteerism.
•
Each quarter, we spearhead a series of Triton Job Fairs to bring hundreds of
industry-leading employers to campus to fill hundreds of positions worldwide.
•
Online social networking, through UC San Diego Alumni Facebook connections,
LinkedIn groups, YouTube, Twitter and Flickr, promotes inclusion and an open
forum for dialog and conversation for staff and alumni.
•
The editorial committee for Triton magazine, the alumni publication, is
comprised of faculty, staff and alumni volunteers from a broad range of
backgrounds and interests. Their role is to broadly oversee the publication so as
to ensure content richness and diversity.
•
The UC San Diego Staff/Faculty Alumni Club serves over 4,000 UC San Diego
graduates who are members of the staff or faculty at UC San Diego. Leadership
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offers an open invitation for staff to participate in various campus-based
activities.
•
For students and new graduates, ACE promotes the employment of UC San
Diego students and hires or helps with the job placement of students upon
graduation. ACE continues to hire, train and mentor a broad mix of student
staff.
•
The UC San Diego Alumni Board of Directors includes alumni representing
various industries, backgrounds and from five decades of graduating classes. A
diversity statement is reviewed as part of the annual new director orientation.
The Board oversees the strategic development of a diverse mix of UC San Diego
Alumni programs and initiatives that advance UC San Diego in communities
around the world, and is also committed to raising scholarships for ambitious
and motivated UC San Diego students.
Internships:
•
Triton magazine continues to provide a paid internship for editorial training and
practical experience. Former interns have continued their training and/or
employment in various impressive organizations, some of which include an
international travel magazine; the political elite school, Lille Po, in France; and
the White House. ACE’s outreach efforts promote equal opportunity for current
students, the next generation of full-time workers.
•
ACE provides paid student internships to promote focused training, networking
and diversification. These include the UC San Diego Student Foundation and
Alumni Discovery Initiative.
UC San Diego Alumni Association Diversity Statement (as published in the Board of
Directors of the UCSD Alumni Association Annual Handbook):
The Board of Directors of the UC San Diego Alumni Association views diversity as
embracing an inclusive culture that recognizes, respects and is sensitive to the
differences of the various cultures represented by our students, alumni, staff and
faculty.
The University of California views diversity as “integral to the University’s achievement
of excellence,” and therefore, renews its commitment to the full realization of its historic
promise to recognize and nurture merit, talent and achievement by supporting diversity
and equal opportunity in its education, services and administration, as well as research
and creative activity.
As the governing Board of the UC San Diego Alumni representing all alumni of the
institution, we support the University’s ideals and reaffirm our commitment by:
•
Supporting the views and policies of the UC San Diego Chief Diversity Officer, as
well as the UC San Diego Diversity Council;
•
Promoting a diversified workforce within the recruitment and retention of all UC
San Diego Alumni staffing positions;
•
Encouraging diversity within the framework of the UC San Diego Alumni Board
of Directors;
•
Ensuring that diversity is supported and encouraged within Alumni programs,
special events and Awards recognition; and
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•
Participating in the University’s recruitment and retention of underrepresented
minority students, faculty and staff.
2014-2015 Planning:
•
Advancement will continue to focus on recruitment guidelines that encourage
diverse applicant pools in all Advancement hiring
•
Directors and managers will continue to be required to complete regular
Diversity Education and Sexual Harassment Prevention trainings
•
Dissemination of Staff Education and Development information and
opportunities, and participation by staff in career-related training, will continue
to be encouraged and supported financially
•
Participation on University-wide committees and events that focus on diversity
will continue to be encouraged and supported
•
Policies and procedure notices relating to EO/AA and The UC San Diego
Principles of Community will continue to be posted
Recruitment/Selection/Monitoring Process: Advancement is committed to the
assurance of fairness and nondiscrimination, and supports and uses creative ways to
strengthen monitoring of its selection process. VC-Advancement units report that they
continue to require diverse interview panels where this tool is employed in the process,
and some of the VC-Advancement units require HR staff to serve on interview panels, to
maintain and monitor compliance with standard HR practices and act as a resource to
the panel.
New and replacement appointments are reviewed and approved by the VC-Advancement
HR to determine if a good faith effort has been made in the recruitment and selection of
candidates before making an offer. To accomplish this objective, the HireOnline
automated applicant system is used to monitor and document the applicant and
interview pools, resume screening decisions, and candidate evaluation and selection
processes. Use of this system helps the departmental management to effectively monitor
hiring activities.
In the coming year, VC-Advancement HR will work with campus HR to devise outreach
and recruitment strategies to help address underutilization job titles.
2014-2015 Planning:
•
VC-A HR will continue to require demonstration of broad outreach as evidenced
by diverse applicant pools in all hiring
•
Management will be required to follow VC-A policy and guidelines for
recruitments, including broad outreach to reduce underutilization
•
Develop action plans for those departments that need increased diversity
•
Consistently reiterate to management that underutilized categories are to be
addressed
•
Continue VC-A oversight of all hires to ensure compliance with Advancement
guidelines
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8. Support from the Chancellor
UC San Diego embraces diversity, equity and inclusion as essential ingredients of
academic excellence in higher education. The University is committed to promoting and
supporting affirmative action programs that are essential for sustaining the excellent
and diverse quality of our workforce. Our goal is to improve the recruitment and
retention of exceptional faculty, staff and students through good faith efforts and
programs, and to foster the best possible working and learning environment. The
Chancellor’s Office continues to move forward with diversity initiatives that improve the
campus and support our community.
Outreach Programs and Efforts to Increase Diversity and Remedy Underutilization: The
Chancellor’s Associates Scholars Program is designed to increase diversity and
strengthen community involvement. It provides $10,000 a year for four years at UC San
Diego to eligible graduates of three local high schools: The Preuss School UC San Diego,
Gompers Preparatory Academy, and Lincoln High School. It has since been expanded to
eligible community college transfer students from San Diego City College, Southwestern
College and, most recently, Imperial Valley College.
Other additions to the scholars program include eligible students from federally
recognized tribes and Reality Changers, a non-profit organization that provides innercity youth from disadvantaged backgrounds with the resources to become firstgeneration college students.
To be eligible for the program, students from these schools must be accepted at UC San
Diego and be eligible for the University of California’s Blue and Gold Opportunity Plan.
Under the plan, tuition and fees will be covered for California residents who qualify for
financial aid, and whose families earn less than $80,000 a year. The Chancellor’s
Associates scholarships will cover other costs including books, transportation, and
living expenses. The three high schools work with historically underserved communities
to support their youth through high school, and in seeking an education that prepares
them to be college-ready. This scholarship program builds on UC San Diego’s history of
promoting social mobility through The Preuss School UC San Diego, a charter middle
and high school located on the campus of UC San Diego. It is ranked the top
transformative high school in the nation and best high school in San Diego by
Newsweek magazine. The University is actively working to expand the program to even
more local students.
The Chancellor and several campus leaders also participated in an extensive
community outreach program this past year to further strengthen ties between the
University and our region. The outreach plan included tours, visits and meetings in
Southeast San Diego, the South Bay, East County, North County, and Mexico.
Additionally, the Chancellor visited several middle and high schools, as well as
community colleges, to encourage students to apply and transfer to UC San Diego, and
to let them know that a UC San Diego education is accessible and affordable.
Recruitment and Retention: The Chancellor’s Office continues to track employee activity
to monitor efforts to increase diversity and remedy underutilization. All hiring
departments apply EO and affirmative action criteria in the selection process. Each
department forwards hiring selection documents to the Chancellor’s Office for review
and approval. The Chancellor’s Office receives confirmation from the department hiring
authority and Human Resources Staffing Specialist that the recruitment was
appropriately conducted. “HireOnline” features are utilized to ensure compliance with
policy and best hiring practices, and to monitor the hiring process and final outcome.
Dissemination and Training: On an ongoing basis, the Chancellor’s Office reaffirms its
commitment to University EO and affirmative action policy to apply every good faith
effort to achieve full utilization of women and minorities in areas where underutilization
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exists, and to ensure that people with disabilities and covered veterans will be
represented in its workforce. The Chancellor’s Office emphasizes the objectives of the
nondiscrimination in employment policy - not to engage in discrimination against or
harassment of any person employed by or seeking employment with the University of
California.
The Chancellor’s Office is committed to enhancing employees’ awareness of the
importance of diversity, and reaffirms UC equal opportunity and affirmative action
policies annually. The Affirmative Action Plan is shared with department heads to
confirm the joint responsibilities in our ongoing commitment to implement fair
employment practices and affirmative action programs. The UC San Diego Principles of
Community web link is sent annually via e-mail notice to all employees in the
Chancellor’s Office. New employees receive a hard copy of The UC San Diego Principles of
Community from their supervisor during their new hire orientation.
Campus-wide, staff members are encouraged to participate in diversity and affirmative
action training programs designed to enhance professional and career development for
all employees. The Chancellor’s Office promotes career development for staff with
support of the SEOEP and by sponsoring employee participation in campus-wide
programs such as the Business Leadership Forum, Middle Management Advance,
Manager’s Toolkit, Career Connection programs and workshops, and University-wide
programs such as Management Skills Assessment Program (MSAP), Business Officer
Institute (BOI), WACUBO, and the Management Development Program.
The Chancellor’s Office offers a variety of campus-wide training programs and
workshops in sexual harassment and nondiscrimination for students, faculty and staff
through the Office for the Prevention of Harassment & Discrimination (OPHD),
including mandatory sexual harassment training for supervisors.
We have always been committed to supporting staff participation in programs that
promote EO/AA and diversity. The Chancellor’s Office promotes staff involvement in all
13 staff associations at UC San Diego and participation in the many diverse events they
sponsor annually. Funding is provided for staff committees to create diverse programs
and events during Black History Month, the Cesar E. Chavez Celebration, the Annual
Asian “Spring Roles,” the California Native American Indian Day Expanded
Celebrations, and the Staff Association Annual Staff Appreciation Picnic, as well as
departmental diversity programs and outreach activities.
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Action-Oriented Programs
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VIII. Internal Audit and Reporting (41 CFR § 60-2.17(d))
The objective of an internal audit and reporting system is to assess the results of past human
resources activities and workforce trends, the appropriateness and relevance of identified
solutions to problems, and the adequacy of the system as a whole. In other words, a sound
system serves to measure and improve effectiveness of the affirmative action program. The
internal audit and reporting system at UC San Diego entails mechanisms ranging from simple
numerical tallies to complex, sophisticated data analyses. It is designed to apply proper
corrective actions in areas where deficiencies are identified. Based on ongoing assessment
results, the University continues to streamline its audit and reporting system through better
recordkeeping, data analyses and reporting, and subsequently communicates the results
effectively to the management.
In a continuous effort to maintain UC San Diego’s compliance status, HR-EO/SAA regularly
conducts an internal audit of the University’s EO/SAA activities. Some of the items that are
being monitored include: internal dissemination of EEO/AA policy; affirmative action
responsibilities, accountability, and accomplishments; performance evaluations; compensation;
recruitments; outreach efforts; areas of underutilization and action-oriented programs; and
limited appointment to career conversions. This process not only assesses the effectiveness of
the University’s equal opportunity- and affirmative action-related practices and activities, but it
also enables management to identify deficiencies and remedies for correcting them.
The internal audit and reporting system established for staff affirmative action contains the
following components:
A. Recordkeeping System
Personnel payroll and activity records that are maintained by the Payroll and Human
Resources (HR) Departments serve as the basis for updating the Affirmative Action Plan,
including revisions of availability data and development of annual placement goals.
B. Applicant Flow
UC San Diego uses an Online Applicant Data Form to capture data on persons applying for
staff positions. This data subsequently is tabulated into information that serves to: define
local labor markets; determine the effectiveness of recruitment techniques; identify effective
referral sources; compare actual applicant activities with the availability set in the
Affirmative Action Plan; and identify if the selection procedure has been conducted in a fair
and nondiscriminatory manner.
Another item that is essential for affirmative action recordkeeping purposes is the applicant
disposition data record. This record documents all the applicants for a particular position
including those whom the HR Department identified as qualified and those whom the
department chose to interview.
Next, the hiring department uses a selection matrix to document its hiring decisions, which
must be approved by HR before the department makes a job offer. Data from this form is
also analyzed to assess whether the University followed its policies in the selection process.
HR-EO/SAA annually analyzes all applicant flow data, from application, referral and
interview to hire. As areas of concern are identified, appropriate corrective action is
formulated and implemented as necessary.
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Internal Audit and Reporting
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C. Employee Data
Affirmative action guidelines require that data be maintained on human resources
activities, in addition to applicant data, on a continuous basis. UC San Diego continues to
maintain employee data for the Affirmative Action Plan, described as follows.
1. UC San Diego keeps promotion and transfer data for all University employees. It also
captures affirmative action data on these employees and data regarding changes in
their titles and/or departments as a result of these activities. In analyzing this data,
HR-EO/SAA monitors if promotion and transfer practices have been conducted in a fair
manner.
2. HR-EO/SAA regularly collects data on employee separations. By monitoring these
statistics, HR-EO/SAA is able to assess the reasons for and the effect of separations on
the University’s staff workforce.
D. Affirmative Action Plan (AAP) Audit and Reporting Systems
A procedure for evaluating, monitoring and updating the Staff Affirmative Action Plan is in
place. This procedure not only assesses and reports on the effectiveness of UC San Diego’s
staff affirmative action programs, but it also identifies deficiencies and needed changes that
will better accomplish the plan’s goals and objectives. In updating the AAP annually, HREO/SAA places emphasis on evaluating the results of the recordkeeping system. HREO/SAA also updates the availability data on a scheduled basis, allowing for refinement of
more accurate and reasonable placement goals. Additionally, in developing the annual Staff
Affirmative Action Plan, HR-EO/SAA updates and incorporates information to reflect the
latest changes in the equal employment opportunity policy, affirmative action laws,
guidelines, regulations, and court decisions.
E. Affirmative Action Progress Assessment and Workforce Representation Update
Annually, HR-EO/SAA analyzes the total University’s progress in accomplishing its
affirmative action objectives in the following areas: (1) goals progress by job group - actual
placement percentages are compared with their placement goals by job group; (2) progress
of representation for women and minorities; and (3) update of underutilization statistics for
women and minorities. All these assessments are conducted at the total campus and Vice
Chancellor levels.
HR-EO/AA then transforms results of these analyses into meaningful information, which is
used in communicating progress to top management. Through written reports and graphic
displays, HR-EO/SAA shares with the Chancellor and Vice Chancellors regarding progress
in their respective areas. This process enables the Vice Chancellors to formulate effective
action-oriented programs to help accomplish their affirmative action objectives.
Quarterly, HR-EO/SAA publishes and updates the staff workforce by total campus and Vice
Chancellor unit. To help management monitor their affirmative action and diversity
progress more effectively, UC San Diego provides an advanced web-based application,
which enables management to obtain up-to-date workforce information (by organizational
unit as well as departmental level) in their respective areas.
HR-EO/SAA regularly meets with representatives from each Vice Chancellor area to discuss
goal progress, review monitoring mechanisms, and develop strategies for correcting
underutilization. Also, in collaboration with the Vice Chancellor representatives, HREO/SAA continues to develop and expand procedures and mechanisms for improving the
monitoring process.
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Internal Audit and Reporting
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F. Other Monitoring Activities
All human resources activities and procedures at UC San Diego are reviewed and analyzed
regularly to ensure that they are nondiscriminatory. In addition, the following monitoring
mechanisms are being implemented:
1. Referral of Applicants to Hiring Departments: HR continues to make a good faith effort
in referring a diverse pool of applicants to the hiring department for each job vacancy.
HR may extend a job vacancy’s filing date if a diverse pool of qualified applicants is not
available.
2. Promotions and Transfers: UC San Diego encourages all employees, regardless of their
gender or ethnicity, to apply for promotions and transfers and to maximize their
opportunities for promotion through training. On an ongoing basis, HR refers qualified,
diverse staff applicant pools to the hiring departments for consideration for promotion.
On an annual basis, these activities are analyzed to ensure that the process is
nondiscriminatory.
3. Separations: All separations are determined according to the appropriate University
policy regardless of any non-job related criteria, including ethnicity or gender. To
ensure separation activities are nondiscriminatory, HR-EO/SAA reviews and
recommends approval for all layoffs, and it monitors the effect of separations by
analyzing these activities annually.
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Internal Audit and Reporting
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IX. Compliance with Guidelines on Discrimination Because of Religion or
National Origin (41 CFR § 60-50)
UC San Diego subscribes to federal and state guidelines on discrimination because of religion
or national origin. As reaffirmed in the EEO policy statement, UC San Diego prohibits
discrimination against or harassment of any person employed by or seeking employment with
the University on the basis of religion or national origin.
UC San Diego continues to implement the EEO and nondiscrimination policy pertaining to this
area, summarized as follows:
Equal Employment Opportunity and Nondiscrimination Practices
Equal Treatment
 UC San Diego treats all applicants and employees equally without
regard to their religion or national origin.
Recruitment
Sources
 UC San Diego enlists the assistance and support of all recruitment
sources to provide equal employment opportunity without regard
to religion or national origin.
 UC San Diego continues to establish contacts with religious and
ethnic organizations for advice, education, technical assistance,
and referral of potential employees.
 It uses various media, including religious and ethnic media, for
institutional and employment advertising.
Accommodation of
Employees’
Religious Needs
 UC San Diego strives to accommodate employees and job
applicants’ religious observances and practices, whenever such
accommodations can be made without undue hardship on
business operations. In making such determinations, UC San
Diego takes into account the following factors: business necessity,
financial costs and expenses, and resulting personnel problems.
Role of Managers
and Supervisors
 UC San Diego informs its managers and supervisors who make
employment decisions about the University’s EEO and
nondiscrimination policy. They are also informed of the
nondiscrimination employment practices on the basis of religion
and national origin, as well as their specific roles and
responsibilities in providing religious accommodations to
employees.
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Compliance with Guidelines on Discrimination Because of Religion or National Origin
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X. Compliance with Sex Discrimination Guidelines (41 CFR § 60-20)
UC San Diego maintains and implements its nondiscrimination policy on the basis of sex
(including, but not limited to: gender identity, gender expression, pregnancy, childbirth, and
medical conditions related to pregnancy or childbirth), as summarized in the following table:
Equal Employment Opportunity and Nondiscrimination Practices
Recruitment
 UC San Diego recruits both females and males for all job openings,
except where sex is a bona fide occupational qualification. It also
makes good faith efforts to recruit women to apply for jobs in
underutilized job areas.
Advertisement
 Advertisements for employment in newspapers and other media
express no sex preference, except where sex is a bona fide
occupational qualification.
Policies
EEO
 UC San Diego offers the same equal employment opportunity to
employees of both sexes for any available job that they are qualified to
perform, unless sex is a bona fide occupational qualification.
Leave
 Applied uniformly to all employees regardless of their sex or marital
status, UC San Diego informs all employees about its leave policy and
benefits for family emergencies and child rearing. Further, the
University’s leave policy, including leave for childbearing, is in
compliance with all legal requirements.
Marital Status
 UC San Diego treats persons married or unmarried, regardless of sex,
equally in all personnel operations and benefits. It does not place
employment limitations on women with young children, unless it has
the exclusionary policies for men.
Physical
Facilities
 UC San Diego provides appropriate and comparable physical facilities
for both female and male employees.
Policies
Retirement
Job
Classifications
 UC San Diego expressly indicates in its EEO and personnel policies
that no one will be discriminated against on the basis of sex. It also
provides the same employment opportunities, wages, hours, benefits
and other conditions of employment for both sexes. Provisions in UC
San Diego’s collective bargaining agreement relating to conditions of
employment are consistent with sex discrimination guidelines.
 UC San Diego has no specification of differences on the basis of sex in
pension payment and mandatory or optional retirement age.
 Members of one sex are not restricted to certain job classifications.
Seniority
 Seniority is applied equally to employees regardless of sex.
Training
 Both men and women are eligible for and afforded equal access to all
UC San Diego’s training programs. UC San Diego makes good faith
efforts to include women in training program areas where they are
identified as underutilized.
Transfers,
Promotions, &
Terminations
 Employees, regardless of their gender, are allowed to transfer and be
promoted to positions for which they qualify. Termination of UC San
Diego employees is not determined on the basis of sex or marital
status.
Wages
 Wages and salaries are equal for members of both sexes who perform
jobs of the same content and responsibility.
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Compliance with Sex Discrimination Guidelines
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Sexual Harassment Prevention and Policy at UC San Diego
Sexual harassment, a form of sex discrimination, is prohibited at UC San Diego. In accordance
with the University policy and federal and state laws, that include, but are not limited to, Title
IX of the Education Amendments of 1972, Title VII of the Civil Rights Act of 1964, and
California’s Fair Employment and Housing Act, UC San Diego implements a policy and
educational program to prevent sexual harassment. The University employment policies and
practices are in accordance with sex discrimination guidelines.
As part of the University’s commitment to providing a harassment-free work and learning
environment, the policy is disseminated widely to the University community through web links,
publications, and training. The University’s sexual harassment policy can be located on our
website at: http://adminrecords.ucsd.edu/PPM/docs/200-10.html.
The University of California Policy on Sexual Harassment and Sexual Violence states:
The University of California is committed to creating and maintaining a community where all
individuals who participate in University programs and activities can work and learn together in
an atmosphere free of harassment, exploitation, or intimidation. Every member of the community
should be aware that the University prohibits sexual harassment and sexual violence, and that
such behavior violates both law and University policy. The University will respond promptly and
effectively to reports of sexual harassment and sexual violence, and will take appropriate action
to prevent, to correct, and when necessary, to discipline behavior that violates this policy on
Sexual Harassment and Sexual Violence.
All employees are regularly informed of the policy through campus notices and announcements
through electronic mail. In supporting this policy, UC San Diego provides staff, students and
faculty with information, resources - at offices such as the Office for the Prevention of
Harassment & Discrimination (OPHD), HR-EO/SAA, the Women’s Center, and the Office of
Ombuds - and options for informally or formally dealing with sexual harassment behavior in
the workplace.
Representatives from OPHD present and explain the policy to all new employees at the
orientation session. They also, in collaboration with HR-EO/SAA, present sexual harassment
prevention training to faculty and staff regularly. OPHD typically investigates sexual
harassment complaints or does so jointly with HR-EO/SAA.
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Compliance with Sex Discrimination Guidelines
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XI. Affirmative Action Plan for Protected Veterans (41 CFR § 60-300) and
Individuals with Disabilities (41 CFR § 60-741)
As a federal contractor, UC San Diego is an affirmative action/equal opportunity employer.
This Staff Affirmative Action Plan for protected veterans 1 and individuals with disabilities 2 was
developed in conformance with University policy and applicable regulations written by the U.S.
Department of Labor Office of Federal Contract Compliance Programs.
UC San Diego has developed and implemented employment procedures pertaining to protected
veterans and individuals with disabilities, and is in compliance with 41 CFR, Part 60-741,
which implements Section 503 of the Rehabilitation Act of 1973, as amended; and 41 CFR,
Part 60-300, which implements Section 402 of the Vietnam Era Veterans Readjustment
Assistance Act of 1974, as amended.
Policy Statement (41 CFR §60-300.44(a) and §60-741.44(a))
It is the policy of the University to undertake affirmative action, consistent with its obligations
as a federal contractor, for minorities and women, for persons with disabilities, and for
protected veterans. The University commits itself to apply every good faith effort to achieve
prompt and full utilization of minorities, women, protected veterans, and individuals with
disabilities in all segments of its workforce where deficiencies exist. These efforts conform to all
current legal and regulatory requirements, and are consistent with University standards of
quality and excellence.
This plan summarizes UC San Diego’s outreach efforts for protected veterans and individuals
with disabilities from November 1, 2013 to October 31, 2014. It also addresses action-oriented
programs during the period of November 1, 2014 to October 31, 2015. The Affirmative Action
Plan for protected veterans and individuals with disabilities, as discussed in this chapter, is
reviewed and updated annually, and is available for inspection upon request by any UC San
Diego employee or job applicant. A complete hard copy can be obtained at the HR-EO/SAA
office (from 8:00 a.m. to 4:30 p.m., Monday through Friday).
As a major employer in a culturally and socially diverse community, UC San Diego has made
progress in diversifying its staff workforce. The University aspires to sustain equal opportunity
and achieve further diversity in its workplace. Sound affirmative action programs, equal
employment opportunity policies and practices, and diversity education programs are essential
for sustaining the excellent and diverse quality of our workforce.
A. Responsibility for Implementation (41 CFR §60-300.44(i) and §60-741.44(i))
The Chancellor has the ultimate responsibility for effective implementation of UC San
Diego’s Staff Affirmative Action Program for protected veterans and individuals with
disabilities. Also, the Americans with Disabilities Act (ADA) coordinator is charged with
providing recommendations to the appropriate Vice Chancellors for consideration towards
improving the disability services provided to faculty, staff and students at UC San Diego.
The Chancellor delegates the front-line responsibility for staff affirmative action activities
regarding these populations to the Vice Chancellor – Chief Financial Officer, functioning as
1 The term “protected veteran,” which is being used throughout this plan, includes the following groups: disabled
veterans; recently separated veterans; veterans who served on active duty in the U.S. military, ground, naval or air
service during a war or in a campaign or expedition for which a campaign badge has been authorized; and Armed
Forces Service Medal veterans.
2
A “person with a disability” means any person who (1) has a physical or mental impairment which substantially limits
one or more of such person’s major life activities, (2) has a record of such impairment, or (3) is regarded as having such
impairment.
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Staff Affirmative Action Coordinator. This incumbent advises the Chancellor whether the
policies set for these groups are being implemented in a timely and effective manner.
Having been delegated the operational responsibility for executing this program, the
Director, HR-EO/SAA and Accommodation, Counseling and Consulting Services (ACCES),
is responsible for: (1) advising on the development of policy statements, programs and
procedures that comply with the regulations; (2) advising on communicating
nondiscriminatory practices and procedures for these groups internally and externally; (3)
helping advisory committees develop and implement programs that benefit protected
veterans and individuals with disabilities; (4) serving as liaison with the Office of Federal
Contract Compliance Programs, organizations, and community action groups for these
populations; and (5) using an auditing and reporting system to evaluate the effectiveness of
the Staff Affirmative Action Program for employees and applicants in these populations.
Department heads are responsible for enforcing the EEO policy pertaining to protected
veterans and individuals with disabilities in their units. Additionally, supervisors and
managers are responsible for ensuring that their employment practices with these
populations, including recruitment, selection, promotion, training and separation, comply
with the University’s policy.
B. Dissemination of Policy – Internal (41 CFR §60-300.44(g) and §60-741.44(g))
At UC San Diego, policies pertaining specifically to protected veterans and individuals with
disabilities have been incorporated in the EEO and nondiscrimination policy statement.
Campus-wide, UC San Diego annually informs all of its employees about the policy via
campus notice and electronic mail. Additionally, the Chancellor’s Office annually
disseminates an official notice reaffirming UC San Diego’s commitment to be accessible to
individuals with disabilities. Copies of both policy statements are included in the
appendices of this plan.
At scheduled training sessions, supervisors are trained on the policies and laws governing
the employment of protected veterans and individuals with disabilities. New employees are
also informed about policies and procedures regarding these groups at the New Employee
Orientation sessions.
Campus-wide, UC San Diego employees, including individuals with disabilities, are featured
in employee information brochures and University publications. ACCES provides pamphlets
and brochures that reaffirm the University’s EEO and nondiscrimination policy for these
populations, and makes presentations regarding the Americans with Disabilities Act as well
as the procedures for hiring and accommodating disabled veterans and other individuals
with disabilities. Through Staff Education and Development (SED) courses and supervisory
training sessions, supervisors and staff have been informed about the Americans with
Disabilities Act (ADA), medical separation policies and procedures, and issues regarding
rehabilitation and disability management.
The University’s Access Guidelines for all key administrators and support staff, which was
issued in 1995, have been incorporated in the UC San Diego Policy and Procedure Manual.
UC San Diego also distributes policy regarding individuals with disabilities and information
from ACCES at campus events. To heighten the awareness of issues regarding disabilities,
UC San Diego annually sponsors events celebrating the abilities of individuals with physical
and medical impairments during the annual Celebration of Abilities Month.
ACCES also offers a variety of classes specifically designed to inform managers and
administrators about ADA and their ADA-related responsibilities.
To honor veterans for their contributions to our country, the University of California
Regents officially made Veterans’ Day an observed holiday beginning in November 2000.
Also, the Veterans Association at UC San Diego was formed in 1999, and continues to
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Affirmative Action Plan for Protected Veterans and Individuals with Disabilities
Page 86
provide networking and support opportunities for veterans who are staff, faculty or
students at the University.
The campus organization Community Advocates for Disability Rights and Education
(CADRE) provides support for individuals with disabilities. Open to everyone, CADRE’s
membership consists of individuals with disabilities as well as individuals who are
interested in being advocates for disability rights and education. As a staff, faculty and
student association of the University, CADRE receives funds to develop programs that aim
to: (1) enhance employment opportunities for individuals with disabilities; and (2) educate
the community about the abilities, rights and value of individuals with disabilities.
C. Dissemination of Policy – External (41 CFR §60-300.44(f) and §60-741.44(f))
Annually, the Chancellor writes recruitment sources in the San Diego community and
throughout California. Through the letter entitled “Friends of the University,” the
Chancellor reaffirms UC San Diego’s EEO and nondiscrimination policy regarding protected
veterans and individuals with disabilities. Additionally, these recruitment sources are
encouraged to identify and refer qualified applicants, including members from these
populations, to the University’s job openings. This policy statement also appears in various
University publications, including the job bulletin, recruitment advertising, outreach
publications, and the World Wide Web.
D. Outreach and Recruitment (41 CFR §60-300.44(f) and §60-741.44(f))
UC San Diego undertakes steps to recruit individuals with disabilities and protected
veterans. Services staff and other UC San Diego representatives participate regularly in
outreach activities such as community events and job fairs. UC San Diego continues to
participate in the Navy Region Southwest Fleet Family Support Center Job Fair; Hire-AHero/Honor-A-Vet Career Fair at Valley View Casino; the Patriot Group Military Career,
Education and Resource Fair at the USS Midway; and Jobtoberfest: A Job Fair for People
with Disabilities. Additionally, to broaden the applicant pools for UC San Diego’s staff
positions, job search workshops are held with various state and local organizations that
serve protected veterans and individuals with disabilities. Some of these organizations
include Able-Disabled Advocacy, San Diego County Health & Human Services Agency
Wellness & Vocational Enrichment Clinic (WAVE), San Diego Workforce Partnership, St.
Stephen’s Church of God in Christ, ResCare Workforce Services, San Diego Industry
Liaison Group, the Board Room San Diego, and the Veterans Networking Group of the
Employment Development Department. University recruitment staff are also active
members of the Business Advisory Committee for Able-Disabled Advocacy.
UC San Diego CADRE actively coordinates activities to reach out to the campus at large.
With the involvement of community organizations, vendors and CADRE, the ACCES
program annually sponsors a series of events and activities, including lectures, movies and
musical performances during the UC San Diego Celebration of Abilities Month. This
program successfully showcases and heightens the awareness of the abilities and talents of
individuals with disabilities. The monthly Health and Wellness Lecture Series events are
cosponsored by ACCES, CADRE, Vice Chancellor – Chief Financial Officer, UC San Diego
Health Sciences, and the UC San Diego Health System. More information is available on
these programs via the worldwide web at http://blink.ucsd.edu/go/wellnesslectures.
Annually, the Veterans Association holds a Veterans Recognition Ceremony, which includes
a Color Guard ceremony and a keynote speech delivered by a military officer. The event
enables the participants to recognize and honor veterans, network, and receive information
on government and University resources that are available for veterans. Members of the
Association also regularly visit VA Hospital patients to appreciate their military service. In
partnership with the Veterans Association at UC San Diego, a UC San Diego veteran is
nominated and honored at the San Diego County Veteran of the Year awards event, which
is sponsored by the Veterans Museum and Memorial Center.
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E. Affirmative Action Practices and Procedures (41 CFR §60-300.43 and §60-741.43)
UC San Diego has procedures in place to assure that the University’s personnel programs
are consistent with its affirmative action program for protected veterans and individuals
with disabilities. Affirmative action practices pertaining to these populations are discussed
as follows:
1. Proper Consideration of Qualifications (41 CFR §60-300.44(b) and §60-741.44(b))
UC San Diego provides fair and equitable treatment to protected veterans and
individuals with disabilities in all employment areas including recruitment, selection,
promotion, transfer, salary, merit increase, training, demotion, and separation. UC San
Diego also periodically reviews its employment procedures to ensure careful, thorough
and systematic consideration of the job qualifications of known individuals with
disabilities and protected veterans applying for the University’s job vacancies.
Additionally, UC San Diego makes pre-employment inquiries regarding military records
only if they pertain to the position’s specific qualifications.
UC San Diego shall ensure that when a protected veteran is considered for employment
opportunity, UC San Diego relies only on that portion of the individual’s military record,
including his or her discharge papers, relevant to the requirements of the opportunity
in issue. UC San Diego shall ensure that its personnel processes do not stereotype
protected veterans in a matter which limits their access to all jobs for which they are
qualified and shall periodically review such processes and make any necessary
modifications to ensure that these obligations are carried out.
2. Physical and Mental Qualifications (41 CFR §60-300.44(c) and §60-741.44(c))
UC San Diego, on a scheduled basis, periodically reviews all physical and mental job
qualification standards to ensure that, to the extent qualification standards tend to
screen out qualified individuals with disabilities or qualified disabled veterans, such job
qualification standards are job-related to the position in question, and are consistent
with business necessity. To accomplish this objective, all staff job requisitions include
an assessment of physical and mental requirements in relation to traditional methods
to perform essential job function assignments. Supervisors are required to use this
procedure to develop and/or review their job descriptions for hiring or reclassification
purposes. Additionally, UC San Diego trains its employees by offering a class on job
analysis emphasizing the importance of proper assessment of a job’s physical and
mental requirements.
3. Medical Examination Information (41 CFR §60-300.23 and §60-741.23)
The University, in accordance with the law, may not require a medical examination of
an applicant or employee, or make inquiries as to whether an applicant or employee is
an individual with a disability or a disabled veteran, or as to the nature or severity of a
disability, except as specified. Medical examinations and inquiries are permissible
under the following circumstances: (1) the University may make pre-placement inquiries
into the ability of an applicant to perform essential job-related functions, and/or may
ask an applicant to describe or to demonstrate how, with or without reasonable
accommodation, the applicant will be able to perform job-related functions; (2) the
University may require a medical examination (and/or inquiry) after making an offer of
employment to a job applicant and before the applicant begins his or her employment
duties, and may condition an offer of employment on the results of such examination
(and/or inquiry) if all entering employees in the same job category are subjected to such
an examination (and/or inquiry) regardless of disability status; (3) the University may
require a medical examination (and/or inquiry) of an employee where the
examination/inquiry is job-related and consistent with business necessity, and may
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Affirmative Action Plan for Protected Veterans and Individuals with Disabilities
Page 88
make inquiries into the ability of an employee to perform essential job-related functions;
and (4) where the examination is voluntary.
Information regarding the medical condition or history of an employee or job applicant
is collected and maintained on separate forms and in separate medical files. This
information is confidential and is filed (separately from an employee’s general personnel
record) in the ACCES office on campus and/or at the UC San Diego Medical Center
Disability Management Services.
4. Invitation to Self-Identify (41 CFR §60-300.42 and §60-741.42)
UC San Diego extends an invitation to self-identify to all applicants who have accepted
an offer of employment. This data is kept confidential. UC San Diego also assures new
employees that self-identification is voluntary and no adverse treatment will result if
they refuse to self-identify. UC San Diego continues to invite all staff to identify, on a
voluntary basis, their status of disabilities and/or their veteran status. Additionally, the
survey asks the respondents to indicate in the survey if they would be interested in
obtaining information, resources and services for accommodating their disabilities.
5. Compensation (41 CFR §60-300.21(i) and §60-741.21(a)(9))
In offering employment or promotions to protected veterans or individuals with
disabilities, UC San Diego does not reduce the amount of compensation because of any
disability income, pension or benefits the person receives from other sources.
6. Reasonable Accommodations (41 CFR §60-300.44(d), §60-741.21 and §60-741.44(d))
UC San Diego makes reasonable accommodations to the known physical or mental
limitations of an otherwise-qualified employee or applicant who is an individual with a
disability or disabled veteran, to the extent that such accommodations do not impose
an undue hardship on the conduct of its business.
UC San Diego provides accommodations to meet special needs of individuals with
disabilities and disabled veterans. These include, for example, access to the building,
use of restroom facilities, mobility requirements within the building, and parking
locations. The Resource Guide for Faculty and Staff integrated students with disabilities
into the campus programs and activities. To provide a safer working environment for
individuals with disabilities, UC San Diego’s Emergency Management Plan includes
procedures for handling emergencies that apply to these individuals.
Since 1995, the University has expended over $3.5 million on facilities improvements to
ensure access for these populations. To ensure compliance with Title II of ADA, the UC
San Diego Americans with Disabilities Act coordinator continues to coordinate activities
regarding access for individuals with a disability to campus parking, walkways, and
building facilities.
Working with HR staffing specialists and ACCES, managers design job duty changes,
modify work sites and/or provide technical assistance to employees with disabilities
who need accommodation(s). If an employee with a known disability is having
significant difficulty performing a job, and if it is reasonable to conclude the difficulty is
related to the known disability, the employee should be confidentially notified of the
performance problem and asked whether it is related to the disability. While the
employee’s performance continues to be documented, if the employee’s response is
affirmative, reasonable accommodation is confidentially offered through the Interactive
Process.
ACCES counselors consult with and help staff and faculty employees and managers
with issues regarding reasonable accommodations, and job retention and transfer. The
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ACCES counselors also recommend job accommodations that the departments
subsequently implement, and conduct job analyses for reasonable accommodations.
Some of these accommodations include providing auxiliary aids and equipment,
restructuring jobs, modifying work schedules, and furnishing support services.
ACCES regularly provides training to the UC San Diego community regarding EO/AA
regulations and issues, accommodation alternatives, and risk factor reduction
techniques.
The UC San Diego Health System Disability Management Services is also available to
consult with all staff regarding employment issues and benefit options related to
disabling conditions. Counselors may include vocational counseling and assistance
with reasonable accommodation alternatives through the Interactive Process to promote
job retention. Support is further provided through disability awareness training for
managers and supervisors, as well as education with respect to policy provisions. The
Recruitment Team and Disability Management Services work collaboratively to
accommodate disabled individuals through skills evaluation and Special
Selection/Employment placement.
7. Internal Audit and Reporting System (41 CFR §60-300.44(h) and §60-741.44(h))
HR-EO/SAA regularly conducts an internal audit of the University’s EO/AA activities
that are related to veterans and individuals with disabilities. This process not only
assesses the effectiveness of the University’s EO- and affirmative action-related
practices and activities, but it also enables management to identify deficiencies and
develop remedies for correcting them.
UC San Diego maintains affirmative action data on its employees, including those who
have self-identified their veteran or disability status. The University also keeps hire,
training, promotion, transfer and separation data for these employees, and data
regarding changes in their titles and/or departments as a result of these activities. In
analyzing this data, HR-EO/SAA monitors its employment practices to ensure that they
have been conducted in a fair manner for this population. If disparities are identified,
UC San Diego will develop action-oriented programs to address and remedy the
problem. Also, as part of the auditing process, UC San Diego determines if known
veterans and individuals with known disabilities have had the opportunity to participate
in all University-sponsored educational, training, recreational, and social activities.
8. Non Harassment
UC San Diego maintains and implements its nondiscrimination policy in regards to
protected veterans and individuals with disabilities. It is the University’s policy not to
engage in discrimination against or harassment of any person employed or seeking
employment with UC San Diego, based on a variety of factors including status as a
protected veteran, or physical or mental disabilities.
9. Recordkeeping (41 CFR §60-300.44(h) and §60-741.44(h))
UC San Diego complies with recordkeeping requirements per 41 CFR 41 §60-300.80
and §60-741.80. UC San Diego has a 3 year recordkeeping requirement for
documentation and assessment of external outreach and recruitment efforts, data
collection analysis and records related to reaching utilization and hiring benchmark
goals.
10. Employment Opportunity (EO) Clause (41 CFR §60-300.44(h) and §60-741.44(h))
UC San Diego is an equal employment opportunity employer of protected veterans and
individuals and incorporates the EO clause by reference in solicitations, advertise-
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Affirmative Action Plan for Protected Veterans and Individuals with Disabilities
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ments, contracts and subcontracts. For contracts and subcontracts, UC San Diego also
includes language that both the contractor and subcontractor have non-discrimination
and affirmative action obligation clauses.
11. Data Collection Analysis (41 CFR §60-300.44(h) and §60-741.44(h))
UC San Diego conducts analysis by calculating data related to applicants and new
hires. UC San Diego will document the following computations or comparisons
pertaining to applicants and hires on an annual basis and maintain them for a period of
three years:
41 CFR §60-300.44(h)
1) The number of applicants who self-identify as protected veterans pursuant to 41
CFR §60-300.42(a) or who are otherwise known to be protected veterans.
2) The total number of job openings and total number of jobs filled.
3) The total number of applicants for all jobs.
4) The total number of protected veterans applicants hired and
5) The total number of applicants hired.
41 §60-741.44(h)
1) The number of applicants who self-identify as protected veterans pursuant to 41
CFR §60-300.42(a) or who are otherwise known to be protected veterans.
2) The total number of job openings and total number of jobs filled.
3) The total number of applicants for all jobs.
4) The total number of protected veterans applicants hired and
5) The total number of applicants hired.
F. Utilization Analysis (41 CFR §60-741.45(h))
The effective date of 41 CFR §60-741.45(h) fell in the middle of UC San Diego’s affirmative
action plan year. Per the OFCCP Frequently Asked Questions, “Contractors with an AAP in
place as of the effective date of the new regulations (March 24, 2014) may maintain that
AAP until the end of their AAP year and delay their compliance with the AAP requirements
of Subpart C of the new regulations until the start of their next AAP cycle.” UC San Diego
began updating their employment practices and IT systems to come into compliance with
the revised requirements of Subpart C of the new regulations as soon as possible.
G. Plan of Action
The following action plan is designed to improve the employment opportunities of protected
veterans and individuals with disabilities at UC San Diego.
1. Recruitment
UC San Diego continues to actively recruit applicants who are protected veterans and
individuals with disabilities. The Chancellor will continue to inform recruiting sources
in the community of UC San Diego’s EEO policy and encourage them to refer
individuals, including individuals from these populations, to apply for UC San Diego’s
job vacancies.
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The University will continue to increase its outreach activities with community-based
organizations that have direct and regular contact with protected veterans and
individuals with disabilities. To contact and recruit more applicants from these
populations, UC San Diego staff will continue to participate in job fairs, hold
community outreach information fairs, and conduct applicant workshops.
In an effort to further diversify the University’s applicant pools, UC San Diego Career
Connection continues to help staff, including individuals with disabilities and protected
veterans, to enhance their marketability through networking and making connections
with UC San Diego personnel with whom they can share experiences and develop
professional relationships. Networking service providers include managers, supervisors
and staff who are willing to provide informational interviews, serve as mentors, and offer
hands-on volunteer opportunities. Furthermore, the personnel representatives at UC
San Diego Healthcare will continue to work closely with the Health System Disability
Management Services counselors, who actively refer qualified applicants, including
protected veterans and individuals with disabilities, to job openings at the University’s
healthcare facilities.
2. Selection, Promotion, and Transfer
UC San Diego evaluates its selection process to ensure that it is free from stereotyping
and that it does not limit access for qualified applicants/employees who are protected
veterans and individuals with disabilities.
3. Education and Training
UC San Diego will continue to train managers and supervisors and reinforce their
responsibilities in the following areas pertaining to individuals with disabilities and
protected veterans: recruitment, screening, selection, promotion, transfer, training,
accommodation, and termination. All personnel involved in the aforementioned
employment activities shall be trained to ensure that the commitments in UC San
Diego’s affirmative action program are implemented.
Campus SED offers training to staff on employment issues regarding individuals with
disabilities through workshops, the videotape library, and/or video broadcasting. It also
offers supervisors a class entitled “Employment Hiring: Streamlining the Recruitment
Process” (formerly “The Successful Selection: Staffing For Success”) which emphasizes
the use of acceptable pre-employment inquiries for interviewing job applicants,
including individuals from these populations.
UC San Diego provides protected veterans and individuals with disabilities equal access
to all training designed to enhance an employee’s ability to promote or transfer. HR
divisions, including EO/SAA and ACCES, continue to provide educational opportunities
in the areas of disability awareness, accommodation procedures, disability management
techniques, facility and program access issues, and medical separation policies and
procedures.
This year’s Celebration of Abilities activities showcased the talents of individuals with
disabilities and provided additional educational activities. Mark Goffeney was featured
as a popular headlining entertainment provider at the La Jolla campus. Mark Goffeney
is the lead guitarist and vocalist for the “Big Toe” band. Mark is known as “Big Toe”
because, being born without arms, he learned to play guitar, in an original true form,
self-taught, with his feet.
In partnership with CADRE, ACCES staff expanded disability awareness activities and
provided valuable learning opportunities for students, staff, faculty and community
members across campus throughout the year. Information about building personalized
eldercare plans; good addictions, bad addictions and healthy habits; the mind’s healing
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power: the next step in advancement for gene research and brain function; job
descriptions and the interactive process; making critical sense of disability; the roles of
normalcy, independence, and hierarchy; and building productivity through respect and
dignity were among the topics presented to the University community in the past year.
Talent Acquisition and Outreach Services continued their partnership with the AbleDisabled Advocacy program, including ongoing participation on their Business Advisory
Committee, presenting a customized “How to Get Hired at UC San Diego” & Resume
Writing Skills workshop for Able-Disabled’s “Job Club” client group, and participation
in the annual Jobtoberfest career fair.
To help staff employees with disabilities, SED encourages all employees to request
accommodations for their special needs when submitting a course enrollment
application. Supervisors and managers continue to encourage their employees,
including these populations, to participate in training programs to gain competitive job
skills. Through training sessions and video teleconferencing, ACCES educates
supervisors, staff and faculty about the Americans with Disabilities Act, disability
awareness, job description revision, and medical separation policies and procedures.
The Veterans Affairs program, through the office of Student Financial Aid, continues to
enable veterans to receive financial assistance to enroll in degree programs at the
University. UC San Diego Extension also assists veterans in receiving financial aid to
enroll in their certificate programs. Talent Acquisition and Outreach Services offered
customized resume writing and interviewing skills workshops for the Veterans
Networking Group (sponsored by the Employment Development Department and Metro
Career Centers), and discussions regarding potential partnerships and pilot programs
with Qualcomm Corporate Integration Program, Alumni Affairs and Volt Workforce
Solutions, the UC San Diego Development Office, and the Rotary Club.
4. Reasonable Accommodations and Programmatic Activities
UC San Diego will continue to assess and modify its existing infrastructures to improve
accessibility for individuals with disabilities and protected veterans. Moreover, in
designing and constructing new facilities, UC San Diego will ensure that they are
accessible and usable by these populations.
Over the past year, ACCES counselors recommended 228 job accommodations that
were implemented by campus departments during this period of time. These included
leaves of absence, job site modifications, providing auxiliary aids and equipment,
restructuring jobs, creating modified work schedules, and providing support services.
5. Customer Relations
Information is exchanged by ACCES and a variety of internal and external committees,
programs, and groups. These include:
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Business Affairs Diversification Committee
Community Advocates for Disability Rights and Education
Community Outreach Advisory Committee
Disability Awareness Month Planning Committee
Disability Management Employer Coalition
California Business Leadership Network
Employee Relations Human Resource Contacts
Employee Support Services Team Members
Human Resources Safety Committee
Chancellor’s Diversity Council
Campus Traffic Committee
Wellness Committee
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Committee on Inclusion and Disability
External and Business Affairs Diversity Committee
Human Resources Professional Development Committee
The Braille Institute
UC San Diego Outreach Committee
Able-Disabled Advocacy Business Advisory Council
Business Leadership Network
Additional efforts for maintaining or improving the positive influence of the services
provided by ACCES include:
a) Continuation of efforts by ACCES professionals to collaborate with, and facilitate
improved communications among, Labor and Employee Relations specialists;
Temporary Employment Services; Faculty and Staff Assistance Program (FSAP);
Benefits; Legal Counsel; staffing specialists; workers’ compensation and risk
management professionals; Environment, Health and Safety technologists;
University of California Retirement Plan (UCRP) Disability Unit; Office of Students
with Disabilities (OSD); and other UC San Diego departments. In addition,
collaboration continues with our disability benefits administrators, and Liberty
Mutual and Sedgwick Risk Services claims managers and adjustors, to ensure an
integrated approach to case management and claims resolution. Ongoing efforts to
facilitate prevention of disabling medical conditions and lost work days continued to
be an important objective of these efforts.
b) Active intervention through the provision of resource and consultation services to
faculty and staff employees and supervisors, designed to achieve suitable
accommodation, and to avoid the need for the filing of non-industrial disability
income benefit or workers’ compensation benefits claims.
c) Continued refinement and utilization of a web-based case management statistical
tracking database.
d) Continued participation in efforts to prevent and manage continuous trauma
injuries.
e) Contribution to efforts to develop cost containment and managed care strategies to
permit efficient and compassionate management responses to injury, illness, and
disability.
f)
Serving as an advisor to Community Advocates for Disability Rights and Education
(CADRE).
g) Coordination of parking and building access modifications as Title II ADA
Coordinator.
h) Continued collaboration with Parking and Transportation Services in provision of
ADA Transport Services to insure campus access for faculty, staff, and visitors.
6. Recent Initiatives
The professionals of the ACCES office have been active on many committees (see section
5 above) and have developed, sponsored, coordinated, promoted or assisted in the
implementation of several new programs. Program refinement and developmental
activities have included:
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Supported access to Affirmative Action Programs for individuals with disabilities
Promoted changes to enable broader access to electronic information
Worked with the FSAP to develop and implement a Spanish interpretation service
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Continued to develop a comprehensive procedure manual which can be readily
updated
Contributed to the podcasting and archiving of Health and Wellness events
Collaborated with the staffing specialists to continue to streamline procedures for
special selection and special reemployment
Participated in an employer coalition to achieve informed dialogue about effective
disability management programs
Provided ADA consultation to Compensation in the revision of campus job
descriptions
Collaborated internally to update the departmental information available on BLINK
and streamlined the information into a single, easy to navigate website
Continued to update ACCES Program information on BLINK
Invited more of the local community to Celebration of Abilities events
7. Accomplishments
The following represents a narrative and statistical summary of the accomplishments of
ACCES Services during the period from November 1, 2013 through October 31, 2014.
Staffing: The Program’s professional staffing has been at the 4.1 FTE level with one fulltime Ph.D., one part-time Masters’ level Certified Disability Management Professional,
one full-time Certified Disability Management Professional, and one part-time program
manager. The staff has a combined professional experience of over 70 years in
vocational rehabilitation and disability management.
Program Services: A total of 227 academic and staff employees were assisted with job
accommodations, issues related to job retention, and/or were a rehabilitation planning
process.
Resource Consultations: Academic and staff employees were assisted through
individual resource consultations and recommendations to their supervisors. These
were in connection with issues such as reasonable accommodation alternatives,
awareness of pertinent legislation and policy matters, and various types of job retention
or transfer efforts. ACCES was also involved in the coordination of a variety of activities
to ensure compliance with Title II of the Americans with Disability Act regarding access
to walkways, parking, and research and recreation facilities; access to buildings and
restrooms; to academic accommodation procedures; and regarding service animal
issues.
Training Efforts: The program professionals provided learning opportunities for faculty
and staff members regarding the following:
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Career Planning - Getting Started (offered 3 times)
Building Productivity through Respect and Dignity (offered twice), as part of a
certificate program
Supervisory Training Lab (offered three times)
ACCES update for EBADCO
Health and Wellness - Making Critical Sense of Disability: The Roles of Normalcy,
Independence, and Hierarchy
Hot Topics from ACCES for HR Contacts (offered five times)
Combined Health and Wellness & Learn at Lunch Program
Health and Wellness & Learn at Lunch Program - In Your Shoes
Wellness at Lunch Lecture - Building a Personalized Eldercare Plan
New Supervisor Orientation
Presentation to Psychiatry Supervisors and Managers - Key Concepts in Managing
an Employee’s Restrictions and Leave
Discrimination: Laws You Need
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Wellness at Lunch - The Mind’s Healing Power: Next Step in Advancement for Gene
Therapy and Brain Function
Wellness at Lunch: Internet Safety - If you Think You Know What Your Kids Are
Doing Online... You Don’t!
Job Descriptions and the Interactive Process (offered three times)
Additionally:
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The Celebration of Abilities showcased the talents of people with disabilities and
provided additional educational activities.
Emergency and disaster preparedness efforts were expanded with the purchase of a
wheelchair evacuation chair.
The program professionals highlighted methods to prevent medical impairments. In
partnership with CADRE, FSAP, HR-EO/SAA, the Cross-Cultural Center, the
Women’s Center and the Office for Students with Disabilities, the program
professionals expanded disability awareness activities and provided learning
opportunities for students, staff, faculty, and community members.
8. Future Goals
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In order to continue to provide relevant training, solicit information and revise
classes to meet the current needs of campus managers and employees
Through interaction with treatment professionals, supervisors, and employees soon
after a notice of impairment, the ACCES professionals will intervene to facilitate a
rapid return to suitable work, focusing on what departments can do to make
employees still feel part of the team while on leave (i.e., greeting cards)
Contribute to the implementation of the recommendations of the Chancellor’s
Disability Management Work Group
All goals will contribute to the development of a comprehensive disability management
system and the establishment or maintenance of systematic interactive protocols to
foster trust and efficient problem avoidance or solution.
Specific initiatives for the future include:
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Identify options that will result in adequate and stable program funding
Partner with others to increase web accessibility
Enhance a systematic exchange of information between employees and supervisors
to permit development of accommodation alternatives in accordance with the
University’s EEO and affirmative action responsibilities
Coordinate an ongoing effort to enable supervisors and employees to understand the
changes associated with the requirements of the ADA and the California Fair
Employment and Housing Act, as case law is determined
Continue to utilize the statistical tracking database to evaluate the effectiveness of
the disability management system components
Use This Week@UCSD and other marketing venues to promote ACCES programs
Highlight community resources for both students and employees (e.g., releasing
news on the wheelchair scale at RIMAC)
Augment departmental web pages with video and/or audio
Develop a department newsletter
Investigate e-learning opportunities
Review data management and collection practices
Review HR on-line reports and tailor them to become more effective for our use
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Appendices
A.
University of California – Policy: Nondiscrimination and Affirmative Action Policy
Regarding Academic and Staff Employment
B.
Reaffirmation of UC San Diego’s Equal Employment Opportunity/Affirmative
Action Policy
C.
Reaffirmation of UC San Diego's Policy on Sexual Harassment
D.
Reaffirmation of UC San Diego’s Commitment to be Accessible to Individuals
with Disabilities
E.
UC San Diego Staff Job Titles by Job Group, 2013-2014
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendices
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendices
University of California – Policy
Nondiscrimination and Affirmative Action Policy Regarding Academic and Staff Employment
Effective Date: July 3, 2013
I. POLICY SUMMARY
It is the policy of the University not to engage in discrimination against or harassment of any
person employed or seeking employment with the University of California. In addition, it is the
policy of the University to undertake affirmative action, consistent with its obligations as a
Federal Contractor.
II. DEFINITIONS
Covered Veterans 1: Includes veterans with disabilities, recently separated veterans, Vietnam
era veterans, veterans who served on active duty in the U.S. Military, Ground, Naval or Air
Service during a war or in a campaign or expedition for which a campaign badge has been
authorized, or Armed Forces service medal veterans.
Executive Officer: The University President, Chancellor, or Laboratory Director.
Exception to Policy: An action that exceeds what is allowable under current policy or that is
not expressly provided for under policy. Any such action must be treated as an exception.
Gender: The sex of a person, including a person’s gender identity, and gender expression.
Gender expression: A person’s gender-related appearance and behavior whether or not
stereotypically associated with the person’s assigned sex at birth.
Gender identity: An individual’s personal sense of himself/herself as being male and
masculine or female and feminine, or ambivalent.
Pregnancy: Includes pregnancy, childbirth, and medical conditions related to pregnancy and
childbirth.
Service in the Uniformed Services: Includes service in the uniformed services as defined by
the Uniformed Services Employment and Reemployment Rights Act of 1994 (USERRA), as well
as state military and naval service.
Top Business Officer: Executive Vice President-Business Operations for the Office of the
President, Vice Chancellor for Administration, or the position responsible for the location’s
financial reporting and payroll as designated by the Executive Officer.
III. POLICY TEXT
It is the policy of the University not to engage in discrimination against or harassment of any
person employed or seeking employment with the University of California on the basis of race,
color, national origin, religion, sex, gender, gender expression, gender identity, pregnancy,
physical or mental disability, medical condition (cancer-related or genetic characteristics),
As a result of the rescission of 41 CFR §60-250, the term “Covered veterans” has been updated to “protected
veteran,” which is being used throughout this plan, includes the following groups: disabled veterans; recently
separated veterans; veterans who served on active duty in the U.S. military, ground, naval or air service during a war
or in a campaign or expedition for which a campaign badge has been authorized; and Armed Forces Service Medal
veterans.
1
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix A-1
genetic information (including family medical history), ancestry, marital status, age, sexual
orientation, citizenship, or service in the uniformed services. This policy applies to all
employment practices, including recruitment, selection, promotion, transfer, merit increase,
salary, training and development, demotion, and separation. This policy is intended to be
consistent with the provisions of applicable state and federal laws and University policies.
University policy also prohibits retaliation against any employee or person seeking employment
for bringing a complaint of discrimination or harassment pursuant to this policy. This policy
also prohibits retaliation against a person who assists someone with a complaint of
discrimination or harassment, or participates in any manner in an investigation or resolution
of a complaint of discrimination or harassment. Retaliation includes threats, intimidation,
reprisals, and/or adverse actions related to employment.
In addition, it is the policy of the University to undertake affirmative action, consistent with its
obligations as a Federal contractor, for minorities and women, for persons with disabilities, and
for covered veterans. The University commits itself to apply every good faith effort to achieve
prompt and full utilization of minorities and women in all segments of its workforce where
deficiencies exist. These efforts conform to all current legal and regulatory requirements, and
are consistent with University standards of quality and excellence.
IV. COMPLIANCE / RESPONSIBILITIES
A. Implementation of the Policy
The Vice Provost – Academic Personnel and the Vice President–Human Resources are the
Responsible Officers for this policy and have the authority to implement the policy. A
Responsible Officer may apply appropriate interpretations to clarify the policy provided that the
interpretations do not result in substantive changes to the underlying policy. The Chancellor is
authorized to establish and is responsible for local procedures necessary to implement the
policy.
B. Revisions to the Policy
The President is the Policy Approver and has the authority to approve policy revisions upon
recommendation by the Vice President–Human Resources.
The Vice Provost – Academic Personnel and the Vice President–Human Resources have the
authority to initiate revisions to the policy, consistent with approval authorities and applicable
Bylaws and Standing Orders of the Regents.
The Executive Vice President–Business Operations has the authority to ensure that policies are
regularly reviewed, updated, and consistent with other governance policies.
C. Approval of Actions
Actions within this policy must be approved in accordance with local procedures. Chancellors
and the Vice President–Human Resources are authorized to determine responsibilities and
authorities at secondary administrative levels in order to establish local procedures necessary
to implement this policy.
D. Compliance with the Policy
The following roles are designated at each location to implement compliance monitoring
responsibility for this policy:
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix A-2
The Top Business Officer and/or the Executive Officer at each location will designate the local
management office to be responsible for the ongoing reporting of policy compliance.
The Executive Officer is accountable for monitoring and enforcing compliance mechanisms and
ensuring that monitoring procedures and reporting capabilities are established.
The Vice President–Human Resources is accountable for reviewing the administration of this
policy. The Senior Vice President-Chief Compliance and Audit Officer will periodically monitor
compliance to this policy.
E. Noncompliance with the Policy
Noncompliance with the policy is handled in accordance with the Personnel Policies for Staff
Members 61, 62, 63, 64, 65, and 67 pertaining to disciplinary and separation matters, and in
accordance with University Policies, including but not limited to, The Faculty Code of Conduct
(APM – 015) and University Policy on Faculty Conduct and the Administration of Discipline
(APM – 016), or, as applicable, collective bargaining agreements.
V. PROCEDURES
N/A
VI. RELATED INFORMATION
N/A
VII. FREQUENTLY ASKED QUESTIONS
N/A
VII. REVISION HISTORY
This policy was reformatted into the standard University of California policy template effective
July 1, 2013.
Policy changes effective as of July 1, 2013:
• New language, in compliance with California Assembly Bill 887 – Chapter 719.
• Addition of gender and gender expression to the policy text.
• Addition of a definition of gender, gender expression, and gender identity.
The following policy is rescinded as of the effective date of this policy and is no longer
applicable:
•
University of California Nondiscrimination and Affirmative Action Policy Regarding
Academic and Staff Employment, dated June 24, 2010.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix A-3
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix A-4
UC SAN DIEGO
CAMPUS NOTICE
University of California, San Diego
PLEASE POST
OFFICE OF THE CHANCELLOR
November 5, 2014
ALL ACADEMICS AND STAFF AT UC SAN DIEGO
SUBJECT: Reaffirmation of University of California, San Diego’s Equal Employment
Opportunity/Affirmative Action Policy
As Chancellor, I am taking this opportunity to reaffirm UC San Diego's commitment to equal
employment opportunity and affirmative action. The University's policies of Nondiscrimination
in Employment and Affirmative Action state, in relevant part, the following:
It is the policy of the University not to engage in discrimination against or harassment of any
person employed by or seeking employment with the University of California on the basis of
race, color, national origin, religion, sex, gender, gender expression, gender identity, pregnancy
(includes, but is not limited to pregnancy, childbirth, and medical conditions related to
pregnancy or childbirth), physical or mental disability, medical condition (cancer-related or
genetic characteristics), ancestry, marital status, age, sexual orientation, citizenship, or service
in the uniformed services (as defined by the Uniformed Services Employment and
Reemployment Rights Act of 1994). This policy applies to all employment practices, including
recruitment, selection, promotion, transfer, merit increases, salary, training and development,
demotion, and separation. This policy is intended to be consistent with the provisions of
applicable State and Federal laws and University policies.
University policy also prohibits retaliation against any employee or person seeking employment
for bringing a complaint of discrimination or harassment pursuant to this policy. This policy
also prohibits retaliation against a person who assists someone with a complaint of
discrimination or harassment, or participates in any manner in an investigation or resolution
of a complaint of discrimination or harassment. Retaliation includes threats, intimidation,
reprisals, and/or adverse actions related to employment.
People who believe they have been subjected to discrimination have a right to file a grievance
under applicable UC San Diego policies and regulations. Applicable policies for academic and
staff employees are listed below. In addition, employees may seek assistance in resolving
concerns by contacting either Equal Opportunity/Staff Affirmative Action (eosaa@ucsd.edu or
858-534-3694), or the Office for the Prevention of Harassment & Discrimination (OPHD)
(ophd@ucsd.edu or 858-534-8298). Concerns may also be reported online using the Report
Bias online form which may be found at OPHD's website (http://ophd.ucsd.edu).
In addition, it is the policy of the University to undertake affirmative action, consistent with its
obligations as a Federal contractor, for minorities and women, for persons with disabilities, and
for protected veterans (veterans with disabilities, recently separated veterans, active duty
wartime or campaign badge veterans, Vietnam era veterans, or Armed Forces service medal
veterans). The University commits itself to apply every good faith effort to achieve prompt and
full utilization of minorities and women in all segments of its workforce where deficiencies
exist. These efforts conform to all current legal regulatory requirements, and are consistent
with University standards of quality and excellence.
In compliance with Federal regulations, UC San Diego prepares and maintains written
affirmation plans. While all managers and supervisors have responsibilities and accountability
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix B-1
to ensure equal opportunity and affirmative action programs are implemented, responsibility
and accountability for overseeing and monitoring the effectiveness of staff and academic
Affirmative Action Plans, including program accessibility for persons with disabilities, has been
assigned as follows:
•
Suresh Subramani, Executive Vice Chancellor - Academic Affairs, Academic Affairs Action
Coordinator, and Section 504 Coordinator for Faculty, 105 University Center, Mail Code
0001, (858) 534-3130
•
Carol A. Padden, Interim Vice Chancellor - Equity, Diversity and Inclusion, Chief Diversity
Officer, Academic Affairs, 109 University Center, Mail Code 0056, (858) 822-3542
•
Juan C. González, Vice Chancellor - Student Affairs and Section 504 Coordinator for
Students, 112 University Center, Mail Code 0015, (858) 534-4370
•
Thomas R. Leet, Assistant Vice Chancellor - Human Resources, 10280 N. Torrey Pines
Road, Suite 265A, Mail Code 0922, (858) 534-0286
•
Paula C. Doss, Director, Equal Opportunity/Staff Affirmative Action and Accommodation
Counseling and Consulting Services, 10280 N. Torrey Pines Road, Suite 404, Mail Code
0923, (858) 534-1922
•
Carla Solomon, Director, Office of Academic Diversity and Equal Opportunity, 302
University Center, Room 104, Mail Code 0065, (858) 534-3623
•
Lori Chamberlain, Director, Office for the Prevention of Harassment and Discrimination,
201 University Center, Mail Code 0024, (858) 534-8298
I strongly support this policy and reaffirm that UC San Diego will continue to implement fair
employment practices in all Human Resources activities. The success of the UC San Diego
equal employment opportunity and affirmative action program requires ongoing commitment
on the part of everyone. Please join me in supporting our commitment to equal employment
opportunity and affirmative action at UC San Diego.
Pradeep K. Khosla
Chancellor
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix B-2
Applicable UC San Diego Academic and Staff Grievance Policies
Academic Grievance Policies:
•
•
•
•
•
•
•
•
•
Bylaws of the San Diego Division of the Academic Senate, Section 230, Privilege and
Tenure
University of California Academic Senate, Bylaw 335, Privilege and Tenure: Divisional
Committees – Grievance Cases
PPM Section 230-5, Personnel - Academic, Non-Senate Academic
Appointees/Grievances(PDF), and APM section 140 Non-Senate Academic
Appointees(PDF)
General University Policy Regarding Academic Appointees: APM Section 015–The
Faculty Code of Conduct(PDF), and APM Section 016–University Policy on Faculty
Conduct the Administration of Discipline(PDF)
Academic Personnel Manual, Section 035–Affirmative Action and Nondiscrimination in
Employment (PDF)
Professional Librarian Unit (LX), American Federation of Teachers (AFT) Contract,
Article 24, Grievance Procedure(PDF)
Non-Senate Instructional Unit (IX), American Federation of Teachers (AFT) contract,
Article 32, Grievance Procedure(PDF)
Academic Student Employees Unit (BX), International Union, United Automobile,
Aerospace and Agricultural Implement Workers of America (UAW), AFL-CIO Contract,
Article 12, Grievance and Arbitration(PDF)
Postdoctoral Scholar Unit (PX), International Union, United Automobile, Aerospace and
Agricultural Implement Workers of America (UAW), AFL-CIO Contract, Article 6,
Grievance and Arbitration(PDF)
Staff Grievance Policies:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
UC Personnel Policies for Staff Members, Policy 70, Complaint Resolution(PDF)
UC Personnel Policies for Managers and Senior Professionals, Salary Grades VIII and IX,
Policy 71, Resolution of Concerns(PDF)
Clerical and Allied Services Unit (CX), Teamsters Local 2010 Contract, Article 7,
Grievance Procedure(PDF)
Healthcare Professionals (HX), University Professional and Technical Employees (UPTE)
Contract, Article 8, Grievance Procedure(PDF)
Non-Senate Instructional (Lecturers) Unit (IX), American Federation of Teachers (AFT)
Contract, Article 32, Grievance Procedure(PDF)
Patient Care Technical Unit (EX), American Federation of State, County and Municipal
Employees (AFSCME) Contract, Article 9, Grievance Procedure(PDF)
Police Officers (PA), Federated University Police Officers Association (FUPOA) Contract,
Article 6, Grievance Procedure(PDF)
Professional Librarians (LX), American Federation of Teachers (AFT) Contract, Article
24, Grievance Procedure(PDF)
Registered Nurses (NX), California Nurses Association (CNA) Contract, Article 27,
Grievance Procedure(PDF)
Research Support Professional (RX), University Professional and Technical Employees
(UPTE) Contract, Article 10, Grievance Procedure(PDF)
San Diego Housestaff Association (SDHSA — M6)
Service Unit (SX), American Federation of State, County and Municipal Employees
(AFSCME) Contract, Article 10, Grievance Procedure(PDF)
Technical Unit (TX), University Professional and Technical Employees (UPTE) Contract,
Article 10, Grievance Procedure(PDF)
United Skilled Crafts Unit (K6), State Employees Trade Council (SETC) Contract, Article
21, Grievance Procedure(PDF)
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix B-3
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix B-4
UC SAN DIEGO
CAMPUS NOTICE
University of California, San Diego
PLEASE POST
OFFICE OF THE CHANCELLOR
July 11, 2013
ALL ACADEMICS AND STAFF AT UC SAN DIEGO
ALL STUDENTS AT UC SAN DIEGO
SUBJECT: Reaffirmation of University of California, San Diego's Policy on Sexual
Harassment
As Chancellor, I am taking this opportunity to reaffirm UC San Diego's commitment to
creating and maintaining a harassment-free community. Specifically, UC San Diego does
not tolerate sexual harassment, and such behavior is prohibited both by law and by UC
San Diego policy.
The University of California systemwide Policy on Sexual Harassment is available online.
UC San Diego's Sexual Harassment Complaint Resolution Procedures are also available
online.
The Office for the Prevention of Harassment and Discrimination (OPHD) oversees UC San
Diego's responsibilities for compliance with the sexual harassment policy. For information
regarding UC San Diego’s resolution procedures, please contact OPHD, 201 University
Center (858-534-8298 or ophd@ucsd.edu). Additional resources, including an online
education program for non-supervisory staff and students, are available at OPHD's web
page.
Supervisors and academic appointees are reminded of the requirement that they receive
two hours of sexual harassment prevention education every two years. New supervisors
must take two hours of sexual harassment prevention training within six months of
assuming supervisory responsibilities. Questions or requests for information regarding how
to comply with this requirement may be directed to OPHD. Supervisors are also urged to
review their responsibilities under the policy, and in particular, the requirement that they
take appropriate actions to prevent sexual harassment from occurring and that they
respond effectively to reports of inappropriate conduct. In addition, all departments are
encouraged to use the resources offered by OPHD and provide education to their employees
on a regular basis.
UC San Diego does not tolerate sex offenses in any form, including sexual assault, sexual
misconduct, harassment, exploitation, or intimidation. Reports of sex offenses may be
made to the Sexual Assault & Violence Prevention Resource Center, the UC San Diego
Police, OPHD, Counseling and Psychological Services, Student Health Services, and other
campus resources outlined in the UC San Diego Student Sex Offense Policy. The UC San
Diego Student Sex Offense Policy and Reporting Procedures are available online.
While consensual relationships do not constitute sexual harassment, I would also like to
take this opportunity to highlight the Faculty Code of Conduct, which prohibits a faculty
member from entering into a romantic or sexual relationship with any student for whom
that faculty member currently has or prospectively might have academic responsibility. The
policy may be found online.
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix C-1
UC San Diego's Policy on Conflicts of Interest Arising out of Consensual Relationships
addresses consensual relationships involving staff or students, or involving academic
employees not covered by the Faculty Code of Conduct. It may also be found online.
Creating a harassment-free community requires the ongoing commitment on the part of
everyone. Please join me in reaffirming this commitment.
Pradeep K. Khosla
Chancellor
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix C-2
UC SAN DIEGO
CAMPUS NOTICE
University of California, San Diego
PLEASE POST
OFFICE OF THE CHANCELLOR
November 5, 2014
ALL ACADEMICS AND STAFF AT UC SAN DIEGO
SUBJECT: Reaffirmation of University of California, San Diego's Commitment to be Accessible
to Individuals with Disabilities
The Americans with Disabilities Act (ADA) and the California Fair Employment and Housing
Act (FEHA) provide essential civil rights protections to individuals with disabilities. Accordingly,
I would like to take this opportunity to reaffirm UC San Diego's commitment to be accessible to
individuals with disabilities and not to discriminate due to disability.
We all share the responsibility of safeguarding the civil rights of individuals with disabilities
who seek to participate in the full range of UC San Diego's programs, activities, and services.
Therefore, as members of the campus community, I encourage you to review and familiarize
yourselves with our campus policy available online at
http://adminrecords.ucsd.edu/ppm/docs/200-9.HTML. The list of resource specialists is a
supplement to this policy. If you need assistance in determining whom to contact for
assistance, please contact Paula Doss, the UC San Diego ADA Coordinator, at 858-534-6744.
Additionally, as event notices are prepared, please communicate our willingness to provide
reasonable accommodations when necessary to enable access or participation. A sample
statement is "Please contact [Name] at [Phone# and e-mail address] at least [advance notice
time frame] prior to this event to request any necessary reasonable accommodations to enable
your access and participation."
Please ensure that you hold on-campus and off-campus events at facilities that are wheelchair
accessible and conform to other accessibility requirements. Also, consider possible
accommodation expenses such as hiring sign language interpreters or captionists when
budgeting for UC San Diego sponsored events. The budget of an event’s sponsors will be the
source of any reasonable accommodation funding necessary to ensure access to the event for
people with disabilities. Department budgets will be the primary source for any funding
necessary to implement a reasonable job accommodation for a UC San Diego faculty or staff
member. If you need assistance with funding issues, please contact Paula Doss, the UC San
Diego ADA Coordinator, at 858-534-6744.
I request that you do all that you can to make certain that UC San Diego is accessible to all
visitors, students, faculty, and staff. By doing so, the University community will become a more
welcoming environment for individuals with disabilities.
Pradeep K. Khosla
Chancellor
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix D-1
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix D-2
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
PAYROLL TITLE
MINIMUM
A01 - Executive
0030
CHANCELLOR
0033
VICE CHANCELLOR FUNC AREA
0047
DEAN UNIVERSITY EXTENSION
0059
EXEC DIR MED GROUP
0066
EXEC VICE CHANCELLOR AND PROVOST
0082
CHF CAMPUS COUNSEL
0086
VICE CHANCELLOR AND DEAN MARINE SCI
0087
VICE CHANCELLOR AND DEAN SOM
0091
EXEC AST VICE CHANCELLOR FUNC AREA
0118
UNIVERSITY LIBRARIAN
0126
VICE CHANCELLOR BUS ADMST
0127
VICE CHANCELLOR DEV AND UNIV REL
0132
VICE CHANCELLOR RSCH
0133
VICE CHANCELLOR STDT AFFAIRS
0164
CEO MED CTR
0165
CFO MED CTR
0172
COO MED CTR
0173
CIO MED CTR
0174
CMO MED CTR
MAXIMUM
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
A02 - MSP Medical Professionals
0759
CLIN LAB MGR
0693
NURSE PRACTITIONER MGR 3
0694
ADMIN NURSE MGR 3
0698
RADLG TCHNO MGR
0699
CLIN NURSE MGR 4
0712
COUNSELING PSYCHOLOGIST 3
0715
DIETITIAN CHF
0790
CMTY HEALTH PRG CHF
0793
PSYCHOLOGIST 3
0696
PHARMACIST SR MGR
0761
RESP THER 5
0764
ADMIN NURSE 4
0766
CLIN NURSE 5
0783
PHARMACEUTICAL SVC CHF AST
0784
PHARMACIST SPEC
0763
ADMIN NURSE 5
0771
ASC PHYSCN
0782
PHARMACEUTICAL SVC CHF ASC
0768
PHYSCN DIPLOMATE SR
0
71400
71400
71400
71400
71400
71400
71400
71400
89200
89200
89200
89200
89200
89200
111500
111500
111500
139400
0
142000
142000
142000
142000
142000
142000
142000
142000
177500
177500
177500
177500
177500
177500
221900
221900
221900
277400
A03 - MSP Technical Professionals
0434
COUNSEL
0454
EXEC AST
0461
SPEC
0478
POLICE CHF
0479
POLICE CHF AST OR CAPTAIN
0492
EHS OFCR ADM
0758
ENGR CHF SR
0477
POLICE LIEUTENANT MSP
0717
ARCHITECT PRN
0719
EDUC FAC PLANNER PRN
0721
PLANNER PRN
0723
CONST INSP PRN
0
0
0
0
0
0
0
142000
142000
142000
142000
142000
0
0
0
0
0
0
0
71400
71400
71400
71400
71400
“0” – no range assigned
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-1
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
0725
0727
0729
0731
0733
0737
0738
0741
0755
0760
0735
0736
0740
0754
0756
0757
0752
PAYROLL TITLE
MINIMUM
EHS SPEC PRN
ENGR PRN
DEV ENGR PRN
ADMIN ANL PRN 2
BUDGET ANL PRN 2
PROGR ANL 4 SUPV
PROGR ANL 4
COMPUTING RESC MGR 2
PHYS PLT ADM AST
ENGR CHF
PROGR ANL 5 SUPV
PROGR ANL 5
COMPUTING RESC MGR 3
SEA CAPTAIN SR
SEA CAPTAIN
MARINE SUPT AST
MARINE SUPT
MAXIMUM
142000
142000
142000
142000
142000
142000
142000
142000
142000
142000
177500
177500
177500
177500
177500
177500
221900
71400
71400
71400
71400
71400
71400
71400
71400
71400
71400
89200
89200
89200
89200
89200
89200
111500
A04 - MSP Managers
0208
CHAN ASC MSP
0209
VICE CHAN ASC
0210
VICE CHAN AST
0245
DIR
0250
DEPUTY DIR
0256
DIR ASC
0259
DIR AST
0280
MGR
0283
MGR ASC
0285
MGR AST
0355
ADM CRD OFCR
0363
ADM CRD OFCR ASC
0384
DEAN AST
0385
DEAN ASC
0490
REGISTRAR
0743
MGT SVC OFCR 4
0749
AUDITOR PRN
0751
PERSONNEL ANL PRN 2
0753
BUYER PRN
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
71400
71400
71400
71400
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
142000
142000
142000
142000
B01 - Health Care, Level I
9255
HOSP BLANK AST 3 SUPV
8912
PATIENT ESCORT
9253
HOSP BLANK AST 1
8911
PATIENT ESCORT SR
8922
NURSE AID SR
9252
HOSP BLANK AST 2
8920
EMERGENCY TRAUMA TCHN
8994
MED AST 2
9391
PHLEBOTOMIST CERT 1
9282
PHARMACY TCHN 2
8919
EMERGENCY TRAUMA TCHN SR
9272
PATIENT CARE DIALYSIS TCHN 1
9251
HOSP BLANK AST 3
9293
PHLEBOTOMIST CERT TCHN 2
5419
REG DIETETIC TCHN
29745
32677
32677
32739
34974
35099
35558
36790
37813
38293
38523
39504
39922
40632
42699
51364
38314
38314
39108
43451
43660
44202
45768
47021
47585
47898
49109
49631
50487
53056
“0” – no range assigned
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-2
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
8976
9271
8917
9281
8945
8948
8931
8916
8925
8898
9397
8930
9061
9054
PAYROLL TITLE
MINIMUM
MAXIMUM
HOSP LAB TCHN 1
PATIENT CARE DIALYSIS TCHN 2
VOC NURSE
PHARMACY TCHN 3
PHYS THER AST 2
OCCUPATIONAL THER CERT AST 2
SURGICAL TCHN
VOC NURSE SR
PSYCHIATRIC TCHN SR
ANESTHESIA TCHN 2
GI ENDOSCOPY TCHN 2
SURGICAL TCHN SR
EEG TCHNO
RESP CARE PRACTIONER TCHN
44432
45476
47147
47147
47481
47481
48337
52158
52158
53933
54830
55666
60719
69300
55248
56543
58610
58610
59048
59048
60092
64874
64874
66983
68152
69175
75502
86192
B02 - Health Care, Level II
9326
CMTY HEALTH PRG REPR AST
9325
CMTY HEALTH PRG REPR
8016
CMTY HEALTH PRG REPR SR SUPV
9324
CMTY HEALTH PRG REPR SR
9218
STERILE PROCESSING TCHL 2
9356
MED INTERPRETER 2
9298
TELEMETRY TCHN
9219
STERILE PROCESSING TCHL 3
8972
HOSP LAB TCHN 2 SUPV
9323
CMTY HEALTH PRG SUPV
8975
HOSP LAB TCHN 2
9065
HISTO TCHNO 1
8971
HOSP LAB TCHN 3 SUPV
9047
RESP THER 3
9388
INFECTION PREVENTIONIST 2
4716
PATIENT RCDS ABSTRACTOR 4
8974
HOSP LAB TCHN 3
9066
HISTO TCHNO 2
8944
PHYS THER AST 3
9058
EEG TCHNO SUPV
9023
RADLG TCHNO
8983
ORTHOPTIST
4733
HEALTH INFO CODER 3
8947
OCCUPATIONAL THER CERT AST 3
8973
HOSP LAB TCHN 4
9067
HISTO TCHNO 3
7905
HOSP LAB TCHN 4 SUPV NEX
4732
HEALTH INFO CODER 4
9050
RESP THER 1
9049
REG RESP THER 1
9022
RADLG TCHNO SR
8889
CARDIOVASCULAR TCHN
9048
RESP THER 2
8988
CYTOGENETIC TCHNO 1
9059
EEG TCHNO PRN
9089
MAMMOGRAPHY TCHNO
9021
RADLG TCHNO PRN
8966
ULTRASOUND TCHNO SR
9086
CT TCHNO
25220
29745
35257
35257
36164
37542
37563
41133
42102
42102
47481
48629
50722
50722
50722
53849
57357
58276
59528
61929
62055
62138
62932
63162
63955
64623
68137
69238
70699
71012
71430
71785
72766
73873
74750
79469
80638
80826
82601
42699
51364
62026
62026
44933
49527
46708
51176
75239
75239
59069
60447
94755
94755
94755
66920
71326
72453
74040
120580
77151
81891
78237
78508
79552
80346
132663
86088
87925
88322
88823
89220
90493
91872
92936
98825
100286
100474
102729
“0” – no range assigned
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-3
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
9107
9003
9043
9013
8965
8987
9102
9108
9012
9011
PAYROLL TITLE
MINIMUM
CATH LAB RADLG TCHNO
NUC MED TCHNO SR
INTERVENTIONAL RADLG TCHNO
RAD THER TCHNO
ULTRASOUND TCHNO PRN
CYTOGENETIC TCHNO 2
CT TCHNO SR
MAMMOGRAPHY TCHNO LD
RAD THER TCHNO SR
RAD THER TCHNO CHF ASC
MAXIMUM
83018
84209
84647
86338
86505
88572
88635
94753
99388
100787
103293
111227
105256
107323
107552
110121
110183
104650
123630
125300
B11 - Sci Research, Level I
7184
DEV ENGR JR
9522
ANIMAL RESC SUPV
9724
MUSEUM SCI AST
9613
SRA 1
9616
SRA 2 SUPV
9617
SRA 2 NEX
9723
MUSEUM SCI
9612
SRA 2
9643
MARINE TCHN 2
35257
35257
40653
40820
42102
44411
44411
44412
44604
62026
62026
48504
48713
75239
71472
71472
71436
71808
B12 - Sci Research, Level II
7183
DEV ENGR AST
9521
ANIMAL RESC MGR
9615
SRA 3 SUPV
9641
MARINE TCHN 4
9611
SRA 3
9642
MARINE TCHN 3
9619
MARINE TCHN 3 NEX
7182
DEV ENGR ASC
7187
DEV ENGR ASC SUPV
9538
ANIMAL HEALTH TCHN 4 SUPV
9614
SRA 4 SUPV
9721
MUSEUM SCI PRN
9726
MUSEUM SCI PRN SUPV
9610
SRA 4
9722
MUSEUM SCI SR
7181
DEV ENGR SR
7186
DEV ENGR SR SUPV
9608
SRA 5 SUPV
9609
SRA 5
42102
42102
42102
42102
48960
48960
48984
50722
50722
50722
50722
50722
50722
53820
53820
61929
61929
61929
61929
75239
75239
75239
75239
78720
78720
78738
94755
94755
94755
94755
94755
94755
86616
86616
120580
120580
120580
120580
B21 - Admin/Para Prof, Level I
5447
FOOD SVC MGR AST SUPV
6454
PRG REPR 1
4108
CHILD DEV CTR AST
5071
STORES SUPV
5444
FOOD SVC MGR
6313
PUBL EVENTS MGR
6453
PRG REPR 2
6765
LIBRARY AST 4 SUPV
7228
ADMIN ANL AST SUPV
7244
ADMIN ANL AST
7619
ACCOUNTANT AST
29745
29745
31507
35257
35257
35257
35257
35257
35257
35257
35257
51364
51364
35997
62026
62026
62026
62026
62026
62026
62026
62026
“0” – no range assigned
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-4
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
7646
7659
7664
7775
PAYROLL TITLE
ADMIN SPEC
ADMIN SPEC SUPV
PERSONNEL ANL AST
BUYER 1
MINIMUM
MAXIMUM
35257
35257
35257
35257
62026
62026
62026
62026
B22 - Admin/Para Prof, Level II
6448
PRG REPR 2 SUPV
7214
STATISTICIAN AST
4103
CHILD DEV CTR CRD
5070
STORES SUPV SR
5443
FOOD SVC MGR SR
6447
PRG REPR 3 SUPV
6452
PRG REPR 3
6757
LIBRARY AST 5 SUPV
6758
LIBRARY AST 5
7213
STATISTICIAN
7226
ADMIN CRD SUPV
7227
ADMIN CRD 3
7243
ADMIN ANL
7253
BUDGET ANL
7258
ADMIN ANL SUPV NEX
7263
PUBL ADMST ANL
7512
MGT SVC OFCR 1
7538
AST TO BLANK 1 SUPV
7541
AST TO DEAN DIR CHAIR 1
7618
ACCOUNTANT 1
7641
EMPLOYMENT OFCR
7663
PERSONNEL ANL
7667
PARALEGAL SPEC
7774
BUYER 2
7776
BUYER 3
7860
ACCOUNTANT 2 EX
7862
ADMIN ANL SUPV EX
35257
35257
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
42102
62026
62026
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
75239
B23 - Admin/Para Prof, Level III
5441
FOOD SVC CRD
5442
FOOD SVC MGR PRN
6311
PUBL EVENTS MGR PRN
6963
EDUC FAC PLANNER
7212
STATISTICIAN SR
7242
ADMIN ANL SR
7252
BUDGET ANL SR
7257
ADMIN ANL SR SUPV
7262
PUBL ADMST ANL SR
7511
MGT SVC OFCR 2
7539
AST TO BLANK 2 SUPV
7614
ACCOUNTANT 3 SUPV
7617
ACCOUNTANT 3
7621
AUDITOR 4
7622
AUDITOR 3
7640
EMPLOYMENT OFCR SR
7662
PERSONNEL ANL SR
7675
PRG PROMOTION MGR 2
7773
BUYER 4
8115
PHYS PLT SUPT
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
“0” – no range assigned
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-5
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
8116
4411
6962
7209
7211
7241
7251
7259
7261
7510
7611
7616
7661
7772
7778
8114
8649
5313
PAYROLL TITLE
MINIMUM
PHYS PLT SUPT AST
COUNSELING ATTORNEY
EDUC FAC PLANNER SR
STATISTICIAN PRN SUPV
STATISTICIAN PRN
ADMIN ANL PRN 1
BUDGET ANL PRN 1
ADMIN ANL PRN SUPV
PUBL ADMST ANL PRN
MGT SVC OFCR 3
ACCOUNTANT 4 SUPV
ACCOUNTANT 4
PERSONNEL ANL PRN
BUYER 5
BUYER 5 SUPV
PHYS PLT SUPT SR
MECH SHOP SUPT SR
POLICE SERGEANT
MAXIMUM
50722
61929
61929
61929
61929
61929
61929
61929
61929
61929
61929
61929
61929
61929
61929
61929
61929
90138
94755
120580
120580
120580
120580
120580
120580
120580
120580
120580
120580
120580
120580
120580
120580
120580
120580
113357
B30 - Student Affairs
4360
STDT AFFAIRS OFCR AST
7425
RSDNC HALLS MGR AST
4121
RSDT DIR 1
4354
STDT AFFAIRS OFCR 1
4416
LRNG SKLS CNSLR
4353
STDT AFFAIRS OFCR 2
4356
STDT AFFAIRS OFCR 3 SUPV
4358
STDT AFFAIRS OFCR 2 SUPV
7911
LRNG SKILLS CNSLR SR NEX
7965
STDT AFFAIRS OFCR 3 EX
4352
STDT AFFAIRS OFCR 4
4357
STDT AFFAIRS OFCR 4 SUPV
4414
LRNG SKLS CNSLR PRN
4423
LRNG SKLS CNSLR PRN SUPV
7964
STDT AFFAIRS OFCR 5 SUPV EX
29745
29745
35257
35257
35257
42102
42102
42102
42102
42102
50722
50722
50722
50722
61929
51364
51364
62026
62026
62026
75239
75239
75239
75239
75239
94755
94755
94755
94755
120580
B40 - Communications/Arts
6214
PRODUCER DIR
6215
PRODUCER DIR AST
6331
THEATER PROD SUPV
7695
PUBL CRD
7685
EDITOR AST
6103
ARTIST
6212
PRODUCER DIR PRN
6312
PUBL EVENTS MGR SR
7672
PUBL INFO REPR
7676
PRG PROMOTION MGR 1
7683
EDITOR SR
7694
PUBL CRD SR
7703
WRITER SR
7968
THEATER PROD SUPV SR EX
7684
EDITOR
7704
WRITER
6102
ARTIST SR
6213
PRODUCER DIR SR
34660
34660
35257
35257
40131
41864
42102
42102
42102
42102
42102
42102
42102
42102
43576
43764
48963
49068
60384
60384
62026
62026
48086
50279
75239
75239
75239
75239
75239
75239
75239
75239
52346
52575
73998
88886
“0” – no range assigned
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-6
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
6099
6101
6211
7678
7682
7693
7697
6306
7671
6680
PAYROLL TITLE
MINIMUM
ARTIST PRN SUPV
ARTIST PRN
MGN PRODUCER DIR
PUBLICATIONS MGR SR
EDITOR PRN
PUBL CRD PRN
PUBLICATIONS CRD SUPV PRN
PUBL INFO REPR SR SUPV
PUBL INFO REPR SR
DEAF TRANSLATOR INTERPRETER
MAXIMUM
50722
50722
50722
50722
50722
50722
50722
61929
61929
69112
94755
94755
94755
94755
94755
94755
94755
120580
120580
111415
B51 - Info Technology, Level I
4802
COMPUTER RESC SPEC 2 SUPV
4813
COMPUTER OPR
7278
PROGR ANL 1
4812
COMPUTER OPR SR
4805
COMPUTER RESC SPEC 1
7276
PROGR ANL 2 SUPV
7277
PROGR ANL 2
4804
COMPUTER RESC SPEC 2
7274
PROGR ANL 3 SUPV
7275
PROGR ANL 3
7282
COMPUTING RESC MGR 1
35257
36435
39147
40987
43660
47223
47223
47627
56855
56855
65722
62026
47481
67139
53912
62305
80823
80823
68089
97435
97435
112240
B52 - Info Technology, Level II
7274
PROGR ANL 3 SUPV
7275
PROGR ANL 3
7282
COMPUTING RESC MGR 1
56855
56855
65722
97435
97435
112240
B61 - Nurses, Level I
7885
CLIN NURSE SUPV 2 NEX
9140
CLIN NURSE 1
9139
CLIN NURSE 2
61929
81348
82204
120580
81348
115153
61929
61929
61929
68137
68137
68137
68137
68137
86777
94210
102792
104880
113858
156579
120580
120580
120580
132663
132663
132663
132663
132663
121563
131898
102792
146828
159439
219302
21972
35224
42102
42102
120580
46395
75239
75239
B62 - Nurses, Level II
7919
ADMIN NURSE 2 NEX
7921
NURSE PRACTITIONER SUPV 2 NEX
9135
ADMIN NURSE SUPV 2
7880
CLIN NURSE SUPV 4 EX
7884
CLIN NURSE SUPV 3 NEX
9132
ADMIN NURSE 3
9136
ADMIN NURSE SUPV 3
9149
NURSE PRACTITIONER SUPV 3
9138
CLIN NURSE 3
9137
CLIN NURSE 4
9148
NURSE PRACITIONER 1
9147
NURSE PRACITIONER 2
9146
NURSE PRACITIONER 3
7865
ANESTHETIST NURSE SR NEX
B70 - Health Care Professionals
8880
CLIN SPEC EX
9393
PSYCHOMETRIST
7945
PHYS THER 1 NEX
8011
CLIN SOCIAL WORKER 3 SUPV
“0” – no range assigned
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-7
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
9458
9341
9000
9392
4404
5422
7927
7943
7944
7958
8021
9312
9321
9322
9457
7955
7891
7886
7929
5426
5424
4403
7915
7930
7941
8038
8039
8043
8937
9046
9284
9387
9462
9531
8940
9314
7867
7928
7876
9010
9019
9408
8939
7894
7866
9313
9384
8954
8938
9085
9383
7870
9079
9203
9184
PAYROLL TITLE
MINIMUM
ATH TRAINER
SOCIAL WORK ASC
HOSP BLANK AST 4
PSYCHOMETRIST SR
COUNSELING PSYCHOLOGIST 1 EX
DIETITIAN PRN
OCCUPATIONAL THER 3 NEX
PHYS THER 3 NEX
PHYS THER 2 NEX
SPEECH PATHOLOGIST SR SUPV EX
PSYCHOLOGIST 2 SUPV
CLIN SOCIAL WORKER SUPV
CMTY HEALTH PRG CHF AST
CMTY HEALTH PRG MGR
ATH TRAINER SUPV
RECREATION THER 1 EX
CLIN SOCIAL WORKER 1 NEX
DIETITIAN 1 EX
OCCUPATIONAL THER 1 NEX
DIETITIAN 2
DIETITIAN SR
COUNSELING PSYCHOLOGIST 2
NUC MED TCHNO CHF NEX
OPTOMETRIST EX
PHYS THER 3 SUPV NEX
OCCUPATIONAL THER 3 SUPV
OCCUPATIONAL THER 4 SUPV
OPTOMETRIST SUPV
CLIN LAB SCI SUPV
RESP THER 4
GENETIC CNSLR 3 SUPV
INFECTION PREVENTIONIST 3
CASE MGR SUPV
VETERINARIAN LAM SR
CLIN LAB SCI
CLIN SOCIAL WORKER 2
AUDIOLOGIST EX
OCCUPATIONAL THER 2 NEX
CLIN LAB SCI SPEC SUPV SR EX
RAD THER TCHNO CHF
RADLG TCHNO CHF
SPEECH PATHOLOGIST SR NEX
CLIN LAB SCI SPEC
GENETIC CNSLR 3 EX
AUDIOLOGIST SR EX
CLIN SOCIAL WORKER 3
PSYCHOLOGIST 1
CYTO TCHNO SR
CLIN LAB SCI SPEC SR
MRI TCHNO
PSYCHOLOGIST 2
CASE MGR EX
MRI TCHNO SR
PHYSCN AST
ULTRASOUND TCHNO LD
“0” – no range assigned
42102
43012
46040
46476
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
50722
53112
53745
57264
57921
59088
60552
61929
61929
61929
61929
61929
61929
61929
61929
61929
61929
61929
61929
61929
62765
66000
66756
66962
68137
68137
68137
71388
72495
72780
73368
74040
76128
76149
77256
82601
83856
84120
88635
95734
103147
MAXIMUM
75239
56626
57252
61296
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
94755
69936
70783
75420
76337
77964
79896
120580
120580
120580
120580
120580
120580
120580
120580
120580
120580
120580
120580
120580
82914
86928
87972
88197
132663
132663
132663
94294
95484
96036
96660
97512
100296
100370
101790
102729
110436
111108
110183
126177
113879
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-8
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
9202
9083
9088
9247
7933
9007
7963
PAYROLL TITLE
PHYSCN AST SR
MRI TCHNO LD
CT TCHNO LD
STAFF PHARMACIST 2
PHARMACIST SR NEX
DOSIMETRIST SR
STAFF PHARMACIST 1 NEX
MINIMUM
MAXIMUM
105214
105694
105694
110893
112125
117972
118264
138622
116677
116677
146076
147642
146702
123024
C01 - Scientific Technicians
9605
LAB AST 1
9603
LAB AST 2
9525
ANIMAL TCHN
9524
ANIMAL TCHN SR
9602
LAB AST 3
9523
ANIMAL TCHN PRN
9536
ANIMAL HEALTH TCHN 2
9535
ANIMAL HEALTH TCHN 3
30630
33909
34890
36894
39108
41509
41739
46186
35496
39859
44432
47355
46499
49736
49986
69760
C02 - Technicians
7174
DEV TCHN 1
9633
MUSEUM PREPARATOR SR
6318
WARDROBE TCHN
8643
MED CTR DEV TCHN 2
6333
SCENE TCHN
9632
MUSEUM PREPARATOR PRN
6317
WARDROBE TCHN SR
8398
MARINE MECHN
7172
DEV TCHN 3
6332
SCENE TCHN SR
7142
EHS TCHN SR
8303
ELECTR TCHN
8293
TELEVISION TCHN
7171
DEV TCHN 4
8302
ELECTR TCHN SR
8300
ELECTR TCHN SUPV
8650
MECH SHOP SUPT
8652
LAB MECHN SR
8397
MARINE MECHN SR
8682
MED CTR ELECTR TCHN SR
7141
EHS TCHN PRN
7170
DEV TCHN 5
8651
LAB MECHN PRN
8301
ELECTR TCHN PRN
8681
MED CTR ELECTR TCHN PRN
9071
RADLG EQUIP SPEC PRN
6254
RECORDING TCHN
9156
BIOMED EQUIP TCHN 2
8396
MARINE MECHN PRN
9155
BIOMED EQUIP TCHN 3
31967
33220
35141
37312
38126
38690
41029
41070
41864
44411
45622
46061
46729
50028
50028
50722
50722
52346
53139
54371
54914
57503
57503
57503
60384
61929
62660
64540
64832
74103
37396
39108
41613
46395
45309
46019
49130
57524
50279
53348
54914
57754
53598
60280
65855
94755
94755
63203
74458
67588
66106
69405
69405
75857
75084
120580
73414
80220
90807
92143
C03 - Architects, Eng & Fac Profs
6965
FAC REQUIREMENTS ANL
7134
EHS SPEC AST
7154
ENGR AST
6964
FAC REQUIREMENTS ANL SR
42102
42102
42102
50722
75239
75239
75239
94755
“0” – no range assigned
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-9
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
6968
7131
7133
7135
7137
7153
7908
7909
6967
7132
7136
7152
PAYROLL TITLE
MINIMUM
PLANNER ASC
EHS SPEC SUPV
EHS SPEC 1 EX
EHS SPEC 2 EX
EHS SPEC 2 SUPV
ENGR ASC
INSP PLANNER EST SR NEX
INSP PLANNER EST NEX
PLANNER SR
EHS SPEC 3
EHS SPEC 3 SUPV
ENGR SR
MAXIMUM
50722
50722
50722
50722
50722
50722
50722
50722
61929
61929
61929
61929
94755
94755
94755
94755
94755
94755
94755
94755
120580
120580
120580
120580
D01 - Clerical, Level I
4673
CLERK
7233
SURVEY WORKER
4773
KEY ENTRY OPR
4672
CLERK SR OR SECR
4724
BLANK AST 1
7232
SURVEY WORKER SR
4719
PATIENT RCDS ABSTRACTOR 1
5062
STOREKEEPER SR
5077
MED CTR STOREKEEPER SR
4665
PATIENT BILLER 1
9257
HOSP UNIT SVC CRD 3
4664
PATIENT BILLER 2
4663
PATIENT BILLER 3
4718
PATIENT RCDS ABSTRACTOR 2
4687
HOSP MED TRANSCRIBER SR
31507
31507
31507
32134
32593
32593
35934
36665
36665
38043
39296
40674
42532
42595
46938
35997
40173
42344
40757
45768
45768
44683
48358
48358
47481
48838
50529
52889
52951
58359
D02 - Clerical, Level II
4921
STDT 2
4920
STDT 3
4727
BLANK AST 2 SUPV
4726
BLANK AST 3 SUPV
4723
BLANK AST 2
6760
LIBRARY AST 3
9098
ACCESS REPR SR
4722
BLANK AST 3
6759
LIBRARY AST 4
4662
PATIENT BILLER 4
5216
PUBL SAFETY DISPATCHER
4717
PATIENT RCDS ABSTRACTOR 3
18792
19836
29745
35257
36623
38377
39922
42282
43242
43660
48566
51302
22258
32823
51364
62026
51845
49736
49631
60614
56668
54267
69405
63746
F01 - Marine Trades
8383
ORDINARY SEAMAN
8393
WIPER
8373
MARINE COOK
8374
BOAT COOK
8382
ABLE SEAMAN
8392
OILER
8345
BOATSWAIN
8372
MARINE COOK SR
8354
THIRD ENGR AST
8359
FLOATING LAB CREWMEMBER
21972
21972
25220
25220
25220
25220
29745
29745
35257
35257
35743
35743
42699
42699
42699
42699
51364
51364
62026
62026
“0” – no range assigned
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-10
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
8385
8343
8352
8353
8356
8342
F02 - Crafts
8208
8471
8161
8162
8364
8473
8472
8136
8106
8110
8266
8105
8109
8165
8265
8123
8126
8231
8138
8227
8258
8274
8122
8154
8164
8230
8137
8257
8275
7783
8192
8188
PAYROLL TITLE
MINIMUM
MAXIMUM
BOAT OPR PRN
SECOND OFCR
FIRST ENGR AST
SECOND ENGR AST
FLOATING LAB OFCR IN CHARGE
FIRST OFCR
35257
42102
42102
42102
42102
50722
62026
75239
75239
75239
75239
94755
BLDG MAINT SUPV
AUTO TCHN SUPV
MAINT SUPV A
MAINT AST SUPV B
MARINE UTILITY ELECTRN
AUTO TCHN
AUTO TCHN LD
ELECTRN SUPV
PAINTER
CARPENTER
LOCKSMITH
PAINTER LD
CARPENTER LD
MAINT A LD
LOCKSMITH LD
MAINT MECH
SHEETMETAL WORKER
SYS OPR
ELECTRN
REFRIGERATION MECH
PLUMBER
CTRL UTILITY PLT OPR
MAINT MECH LD
HIGH VOLT ELECTRN
MAINT B LD
SYS OPR LD
ELECTRN LD
PLUMBER LD
CTRL UTILITY PLT OPR LD
HIGH VOLT ELECTRN LD
STEAMFITTER WORKER LD
ELEVATOR MECH
35257
35257
42102
42102
42102
43555
44432
50722
63788
63788
64728
68549
68549
68549
69572
69801
70470
70470
71534
71534
71534
74729
75021
75439
75731
75731
76901
76901
80304
81097
81097
81160
62026
62026
75239
75239
75239
55248
59800
94755
63788
63788
64728
68549
68549
68549
69572
69801
70470
70470
71534
71534
71534
74729
75021
75439
75731
75731
76901
76901
80304
81097
81097
81160
29745
32405
32405
32405
32405
32990
32990
33261
33658
33909
33909
40047
29745
51364
38732
38732
38732
38732
39400
39400
41384
40173
44787
44787
53891
51364
H01 - Dining Services
5521
COOK PRN
5130
MED CTR FOOD SVC WORKER SR
5131
MED CTR FOOD SVC WORKER
5651
FOOD SVC WORKER SR
5652
FOOD SVC WORKER
5129
MED CTR FOOD SVC WORKER PRN
5650
FOOD SVC WORKER PRN
5126
MED CTR COOK
5452
FOOD SVC WORKER LD
5125
MED CTR COOK SR
5522
COOK SR
5445
FOOD SVC MGR AST
5521
COOK PRN
“0” – no range assigned
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-11
UC San Diego Staff Job Titles by Job Group, 2013-14
CODE
PAYROLL TITLE
MINIMUM
MAXIMUM
H02 - Custodial/Grounds
5111
CUSTODIAN SR SUPV
5833
LINEN SVC WORKER
5086
MED CTR CUSTODIAN SR
5087
MED CTR CUSTODIAN
5116
CUSTODIAN SR
5117
CUSTODIAN
8133
GROUNDSKEEPER
5085
MED CTR CUSTODIAN LD
5113
CUSTODIAN LD
8134
GROUNDS EQUIP OPR
8132
GROUNDKEEPER LD
5110
CUSTODIAN PRN SUPV
8083
TREE TRIMMER
8090
IRRIGATION SPEC
29745
32405
32405
32405
32405
32405
32405
32990
32990
32990
34326
35257
35830
39003
51364
38732
40277
40277
40277
40277
42762
43472
43472
43534
45267
62026
47314
49422
H03 - Services
4821
MAIL SVC SUPV
8483
DRIVER
5066
DELIVERY WORKER
9606
LAB HELPER
5065
STOREKEEPER AST
8487
AUTO EQUIP OPR
8076
LABORER
4823
MAIL PROCESSOR
5064
STOREKEEPER
5079
MED CTR STOREKEEPER
8075
LABORER LD
4107
CHILD DEV CTR TEACHER 1
5063
STORES WORKER
4763
REPROGRAPHICS TCHN PRN
8213
BLDG MAINT WORKER
5333
PARKING REPR SR
8486
AUTO EQUIP OPR SR
5330
PARKING SUPV PRN
4105
CHILD DEV CTR TEACHER 2
4822
MAIL PROCESSOR SR
5329
PROCTOR SR
8212
BLDG MAINT WORKER SR
8485
AUTO EQUIP OPR PRN
5218
PUBL SAFETY DISPATCHER SUPV
8211
BLDG MAINT WORKER LD
5076
MED CTR STOREKEEPER LD
5323
POLICE OFCR
29745
32405
32405
32405
32405
32405
32405
32405
32405
32405
32405
32781
33658
33930
34389
34744
35078
35257
36769
37771
38586
39003
39839
42102
44474
45581
69426
51364
32405
38732
38732
39504
40277
41906
42762
42762
42762
42762
45915
44390
44829
43618
45873
46311
62026
52116
49840
50905
50446
53578
75239
58672
61324
87320
“0” – no range assigned
Minimum and maximum based on annual salary
UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2015
Appendix E-12