Staff Affirmative Action Plan

Transcription

1 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: Mailing address: N. Torrey Pines Rd., Suite 404 La Jolla, CA Phone: (858) Fax: (858)

2 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.

3 Table of Contents I. Introduction... 1 II. Designation of Responsibility (41 CFR (a)), Internal/External Dissemination of EEO Policy Statement (41 CFR ), and Record Retention (41 CFR )... 3 III. Organizational Profile/Workforce Analysis (41 CFR (c))... 7 IV. Job Group Analysis (41 CFR ) and Placement of Incumbents in Job Groups (41 CFR )... 9 V. Availability (41 CFR ), Utilization (41 CFR ), and Placement Goals (41 CFR ) VI. Identification of Problem Areas (41 CFR (b)) VII. Action-Oriented Programs (41 CFR (c)) VIII. Internal Audit and Reporting (41 CFR (d)) IX. Compliance with Guidelines on Discrimination Because of Religion or National Origin (41 CFR 60-50) X. Compliance with Sex Discrimination Guidelines (41 CFR 60-20) XI. Affirmative Action Plan for Protected Veterans (41 CFR 41 CRF ) and Individuals with Disabilities (41 CFR ) 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,

4 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, 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, 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 and Protected Veterans 2 - governed by 41 CFR, Part , which implements Section 402 of the Vietnam Era Veterans Readjustment Assistance Act of 1974, as amended Individuals with Disabilities - governed by 41 CFR, Part , 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. 1 As specified in Section , minorities include the following ethnic groups: Blacks, Hispanics, Asians/Pacific Islanders, and American Indians/Alaskan Natives. 2 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. Introduction Page 1

5 UC San Diego Staff Affirmative Action Plan, November 1, 2014 to October 31, 2014, 2015 Page 2

6 II. Designation of Responsibility (41 CFR (a)), Internal/External Dissemination of EEO Policy Statement (41 CFR ), and Record Retention (41 CFR ) 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 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. Responsibility, Dissemination and Retention Page 3

7 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. Responsibility, Dissemination and Retention Page 4

8 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. Responsibility, Dissemination and Retention Page 5

9 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 , 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. Responsibility, Dissemination and Retention Page 6

10 III. Organizational Profile/Workforce Analysis (41 CFR (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 7,482 Off Campus 5,930 Medical Center, Hillcrest 4,063 Professional Center, La Jolla 202 Point Loma 128 Thornton Hospital 1,392 VA Hospital 34 Storehouse, Trade Street 30 Extension, Off Campus 81 University Total 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. Organizational Profile/Workforce Analysis Page 7

11 Organizational Profile/Workforce Analysis Page 8

12 IV. Job Group Analysis (41 CFR ) Placement of Incumbents in Job Groups (41 CFR ) 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 7,482 Off Campus 5,930 Medical Center, Hillcrest 4,063 Professional Center, La Jolla 202 Point Loma 128 Thornton Hospital 1,392 VA Hospital 34 Storehouse, Trade Street 30 Extension, Off Campus 81 University Total 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, Job Group Analysis and Placement of Incumbents in Job Groups Page 9

13 Table 1 Career Staff Workforce by Job Group, October 31, 2014 Total Femal e Bl ack Hispanic Asian/Pac Isl ander Am Ind/ Ala Native Unknow n Minorities Senior M anagement Group Total % Total % Total % Total % Total % Total % Total % A01- Executive % 1 6% 1 6% 1 6% 0 0% 1 6% 3 19% M anagement and Senior Professional A02 - MSP Medical Professionals % 3 2% 6 5% 24 19% 1 1% 4 3% 34 26% A03 - MSP Technical Professionals % 9 2% 32 8% 73 18% 2 0% 6 1% % A04 - MSP Managers % 19 4% 40 9% 45 10% 2 0% 11 3% % Professional and Support Staff B01 - Health Care, Level I % % % % 2 0% 64 6% % B02 - Health Care, Level II % 33 5% % % 1 0% 26 4% % B11 - Sci Research, Level I % 14 2% % % 4 1% 16 2% % B12 - Sci Research, Level II % 9 2% 47 10% % 2 0% 9 2% % B21 - Admin/Para Prof, Level I % 40 5% % % 7 1% 10 1% % B22 - Admin/Para Prof, Level II % 41 6% % % 5 1% 13 2% % B23 - Admin/Para Prof, Level III % 43 5% % % 6 1% 16 2% % B30 - Student Affairs % 28 6% % 73 17% 3 1% 5 1% % B40 - Communications/Arts % 0 0% 12 9% 20 14% 1 1% 2 1% 33 24% B51 - Info Technology, Level I % 20 6% 53 16% 90 27% 4 1% 14 4% % B52 - Info Technology, Level II % 16 4% 30 8% % 3 1% 10 3% % B61 - Nurses, Level I % 38 3% 108 8% % 6 0% 67 5% % B62 - Nurses, Level II % 13 2% 35 6% % 1 0% 10 2% % B70 - Health Care Professionals % 27 4% 98 14% % 4 1% 32 4% % C01 - Scientific Technicians % 9 4% 64 26% 72 30% 1 0% 10 4% % C02 - Technicians % 6 4% 22 14% 15 10% 3 2% 6 4% 46 30% C03 - Architects, Eng & Fac Profs % 1 1% 14 15% 17 19% 0 0% 2 2% 32 35% D01 - Clerical, Level I % 58 16% % 78 22% 4 1% 14 4% % D02 - Clerical, Level II % 96 8% % % 7 1% 31 3% % F01 - Marine Trades % 2 5% 2 5% 3 8% 1 3% 3 8% 8 22% F02 - Crafts % 9 4% 55 26% 32 15% 1 0% 3 1% 97 46% H01 - Dining Services % 36 14% 99 37% 57 22% 0 0% 21 8% % H02 - Custodial/Grounds % 63 11% % 83 15% 1 0% 35 6% % H03 - Services % 28 12% 70 30% 27 12% 2 1% 8 3% % Total 13,412 8,879 66% 789 6% 2,664 20% 3,092 23% 74 1% 449 3% 6,619 49% Job Group Analysis and Placement of Incumbents in Job Groups Page 10

14 V. Availability (41 CFR ), Utilization (41 CFR ), and Placement Goals (41 CFR ) 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 The availability percentages for each job group are shown in the utilization analysis in Table 2. Availability, Utilization and Placement Goals Page 11

15 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 , and (2) Percentages of women and minorities available in the relevant job market determined pursuant to 41 CFR 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 , 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. Availability, Utilization and Placement Goals Page 12

16 Table 2 UC San Diego Underutilization Analysis, (as of 10/31/14) Total Senior M anagement Group Avail Rep Avail Rep Avail Rep Avail Rep Avail Rep Avail Rep A01- Executive 16 32% 38% 4% 6% 4% 6% 6% 6% 0% 0% 14% 19% M anagement and Senior Professional A02 - MSP Medical Professionals % 75% 2% 2% 5% 5% 14% 19% 0% 1% 21% 26% A03 - MSP Technical Professionals % 30% 3% 2% 6% 8% 17% 18% 1% 0.5% 27% 29% A04 - MSP Managers % 60% 5% 4% 10% 9% 10% 10% 1% 0.5% 26% 24% Professional and Support Staff B01 - Health Care, Level I % 73% 9% 11% 25% 34% 14% 28% 1% 0.2% 49% 73% B02 - Health Care, Level II % 65% 11% 5% 24% 24% 17% 21% 1% 0.2% 53% 50% B11 - Sci Research, Level I % 70% 4% 2% 13% 17% 22% 28% 1% 0.6% 40% 47% B12 - Sci Research, Level II % 60% 3% 2% 8% 10% 20% 24% 0% 0.4% 31% 37% B21 - Admin/Para Prof, Level I % 79% 7% 5% 18% 19% 13% 17% 1% 0.9% 39% 42% B22 - Admin/Para Prof, Level II % 82% 7% 6% 18% 17% 15% 24% 1% 0.7% 41% 48% B23 - Admin/Para Prof, Level III % 68% 5% 5% 14% 14% 13% 19% 1% 0.7% 33% 38% B30 - Student Affairs % 78% 7% 7% 16% 26% 9% 17% 1% 0.7% 33% 50% B40 - Communications/Arts % 54% 6% 0% 12% 9% 9% 15% 1% 0.7% 28% 24% B51 - Info Technology, Level I % 25% 7% 6% 11% 16% 19% 27% 1% 1.2% 38% 50% B52 - Info Technology, Level II % 30% 4% 4% 8% 8% 19% 32% 1% 0.8% 32% 45% B61 - Nurses, Level I % 82% 6% 3% 8% 8% 20% 38% 1% 0.4% 35% 49% B62 - Nurses, Level II % 88% 4% 2% 6% 6% 26% 23% 0% 0.2% 36% 31% B70 - Health Care Professionals % 80% 5% 4% 12% 14% 25% 30% 0% 0.6% 42% 48% C01 - Scientific Technicians % 49% 5% 4% 32% 26% 17% 30% 1% 0.4% 55% 60% C02 - Technicians % 13% 6% 4% 15% 15% 15% 10% 1% 2% 37% 30% C03 - Architects, Eng & Fac Profs 91 27% 35% 3% 1% 8% 15% 15% 19% 1% 0% 27% 35% D01 - Clerical, Level I % 76% 9% 16% 20% 28% 14% 22% 1% 1.1% 44% 67% D02 - Clerical, Level II % 85% 10% 8% 22% 27% 14% 18% 1% 0.6% 47% 54% F01 - Marine Trades 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 % 48% 14% 14% 36% 37% 20% 22% 1% 0% 71% 72% H02 - Custodial/Grounds % 47% 12% 11% 49% 58% 9% 15% 0% 0.2% 70% 85% H03 - Services % 21% 12% 12% 32% 30% 9% 12% 1% 0.9% 54% 55% Total percentages may be affected by rounding. Femal e Bl ack Hispanic Asian/Pac Isl ander Am Ind/ Ala Native 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. Minorities Availability, Utilization and Placement Goals Page 13

17 Table 3 UC San Diego Underutilized Areas/Placement Goals, Femal e Bl ack Hispanic Asian/Pac Isl ander Am Ind/ Ala Native Minorities Senior M anagement Group A01- Executive M anagement and Senior Professional A02 - MSP Medical Professionals A03 - MSP Technical Professionals 3% 1% A04 - MSP Managers 62% 5% 10% 1% 26% Professional and Support Staff B01 - Health Care, Level I 75% 1% B02 - Health Care, Level II 69% 11% 1% 53% B11 - Sci Research, Level I 4% 1% B12 - Sci Research, Level II 3% B21 - Admin/Para Prof, Level I 82% 7% 1% B22 - Admin/Para Prof, Level II 7% 18% 1% B23 - Admin/Para Prof, Level III 1% B30 - Student Affairs 1% B40 - Communications/Arts 57% 6% 12% 1% 28% B51 - Info Technology, Level I 38% 7% B52 - Info Technology, Level II 1% B61 - Nurses, Level I 90% 6% 1% B62 - Nurses, Level II 90% 4% 26% 36% B70 - Health Care Professionals 5% C01 - Scientific Technicians 52% 5% 32% 1% C02 - Technicians 17% 6% 15% 37% C03 - Architects, Eng & Fac Profs 3% 1% D01 - Clerical, Level I D02 - Clerical, Level II 10% 1% F01 - Marine Trades 11% 12% 24% F02 - Crafts 5% 32% 1% 48% H01 - Dining Services 50% 1% H02 - Custodial/Grounds 12% H03 - Services 23% 32% 1% Availability, Utilization and Placement Goals Page 14

18 VI. Identification of Problem Areas (41 CFR (b)) Workforce by Organizational Unit and Job Group (41 CFR (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 Identification of Problem Areas Page 15

19 Table 4 Underutilized Areas by Vice Chancellor Unit, VC Academic Affairs Senior M anagement Group Femal e Bl ack Hisp API AI/AN A01- Executive M anagement & Senior Professional A03 - MSP Technical Professionals A04 - MSP Managers Professional and Support Staff B11 - Sci Research, Level I B12 - Sci Research, Level II B21 - Admin/Para Prof, Level I B22 - Admin/Para Prof, Level II B23 - Admin/Para Prof, Level III B30 - Student Affairs B40 - Communications/Arts B51 - Info Technology, Level I B52 - Info Technology, Level II B70 - Health Care Professionals C01 - Scientific Technicians C02 - Technicians C03 - Architects, Eng & Fac Profs D01 - Clerical, Level I D02 - Clerical, Level II F02 - Crafts H02 - Custodial/Grounds H03 - Services VC M arine Sciences Senior M anagement Group Femal e Bl ack Hisp API AI/AN A01- Executive M anagement & Senior Professional A03 - MSP Technical Professionals A04 - MSP Managers Professional and Support Staff B11 - Sci Research, Level I B12 - Sci Research, Level II B21 - Admin/Para Prof, Level I B22 - Admin/Para Prof, Level II B23 - Admin/Para Prof, Level III B30 - Student Affairs B40 - Communications/Arts B51 - Info Technology, Level I B52 - Info Technology, Level II C01 - Scientific Technicians C02 - Technicians C03 - Architects, Eng & Fac Profs D01 - Clerical, Level I D02 - Clerical, Level II F01 - Marine Trades F02 - Crafts H01 - Dining Services H03 - Services API Asian/Pacific Islander AI/AN American Indian/Alaskan Native Underutilized Identification of Problem Areas Page 16

20 Table 4 Underutilized Areas by Vice Chancellor Unit, VC Heal th Sciences Senior M anagement Group Femal e Bl ack Hisp API AI/AN A01- Executive M anagement & Senior Professional A02 - MSP Medical Professionals A03 - MSP Technical Professionals A04 - MSP Managers Professional 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/Para Prof, Level I B22 - Admin/Para Prof, Level II B23 - Admin/Para Prof, Level III B30 - Student Affairs B40 - Communications/Arts B51 - Info Technology, Level I B52 - Info Technology, Level II B61 - Nurses, Level I B62 - Nurses, Level II B70 - Health Care Professionals C01 - Scientific Technicians C02 - Technicians D01 - Clerical, Level I D02 - Clerical, Level II H01 - Dining Services H03 - Services VC Business Affairs M anagement & Senior Professional Femal e Bl ack Hisp API AI/AN A03 - MSP Technical Professionals A04 - MSP Managers Professional and Support Staff B21 - Admin/Para Prof, Level I B22 - Admin/Para Prof, Level II B23 - Admin/Para Prof, Level III B30 - Student Affairs B40 - Communications/Arts B51 - Info Technology, Level I B52 - Info Technology, Level II B70 - Healthcare Professionals C02 - Technicians C03 - Architects, Eng & Fac Profs D01 - Clerical, Level I D02 - Clerical, Level II F02 - Crafts H01 - Dining Services H02 - Custodial/Grounds H03 - Services API Asian/Pacific Islander AI/AN American Indian/Alaskan Native Underutilized Identification of Problem Areas Page 17

21 Table 4 Underutilized Areas by Vice Chancellor Unit, VC UC San Diego Heal th System Senior M anagement Group Femal e Bl ack Hisp API AI/AN A01- Executive M anagement & Senior Professional A02 - MSP Medical Professionals A03 - MSP Technical Professionals A04 - MSP Managers Professional and Support Staff B01 - Health Care, Level I B02 - Health Care, Level II B21 - Admin/Para Prof, Level I B22 - Admin/Para Prof, Level II B23 - Admin/Para Prof, Level III B40 - Communications/Arts B51 - Info Technology, Level I B52 - Info Technology, Level II B61 - Nurses, Level I B62 - Nurses, Level II B70 - Health Care Professionals C02 - Technicians C03 - Architects, Eng & Fac Profs D01 - Clerical, Level I D02 - Clerical, Level II F02 - Crafts H01 - Dining Services H02 - Custodial/Grounds H03 - Services VC Student Affairs Senior M anagement Group Femal e Bl ack Hisp API AI/AN A01- Executive M anagement & Senior Professional A03 - MSP Technical Professionals A04 - MSP Managers Professional and Support Staff B11 - Admin/Para Prof, Level I B21 - Admin/Para Prof, Level I B22 - Admin/Para Prof, Level II B23 - Admin/Para Prof, Level III B30 - Student Affairs B40 - Communications/Arts B51 - Info Technology, Level I B52 - Info Technology, Level II B70 - Healthcare Professionals C02 - Technicians D01 - Clerical, Level I D02 - Clerical, Level II F02 - Crafts H01 - Dining Services H02 - Custodial/Grounds H03 - Services API Asian/Pacific Islander AI/AN American Indian/Alaskan Native Underutilized Identification of Problem Areas Page 18

22 Table 4 Underutilized Areas by Vice Chancellor Unit, VC Resource M anagement & Pl anning Senior M anagement Group Femal e Bl ack Hisp API AI/AN A01- Executive M anagement & Senior Professional A03 - MSP Technical Professionals A04 - MSP Managers Professional and Support Staff B21 - Admin/Para Prof, Level I B22 - Admin/Para Prof, Level II B23 - Admin/Para Prof, Level III B40 - Communications/Arts B51 - Info Technology, Level I B52 - Info Technology, Level II B62 - Nurses, Level II C02 - Technicians C03 - Architects, Eng & Fac Profs D01 - Clerical, Level I D02 - Clerical, Level II F02 - Crafts H01 - Dining Services H02 - Custodial/Grounds H03 - Services Advancement Senior M anagement Group Femal e Bl ack Hisp API AI/AN A01- Executive M anagement & Senior Professional A03 - MSP Technical Professionals A04 - MSP Managers Professional and Support Staff B21 - Admin/Para Prof, Level I B22 - Admin/Para Prof, Level II B23 - Admin/Para Prof, Level III B30 - Student Affairs B40 - Communications/Arts B51 - Info Technology, Level I D02 - Clerical, Level II Chancel l or's Office Senior M anagement Group Femal e Bl ack Hisp API AI/AN A01- Executive M anagement & Senior Professional A03 - MSP Technical Professionals A04 - MSP Managers Professional and Support Staff B21 - Admin/Para Prof, Level I B22 - Admin/Para Prof, Level II B23 - Admin/Para Prof, Level III B40 - Communications/Arts B51 - Info Technology, Level I D02 - Clerical, Level II API Asian/Pacific Islander AI/AN American Indian/Alaskan Native Underutilized Identification of Problem Areas Page 19

23 Analysis of Personnel Activities, November 2013 to October 2014 (41 CFR (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 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 Representation Hires, Rehires, Promotions, Representation in 2013 Limited to Career Recl assifications Separations in 2014 Al l Programs Total 12,931 1, ,543 13,412 Male 4,392 34% % % % 4,533 34% Female 8,539 66% 1,192 68% % 1,059 69% 8,879 66% Senior M anagement Group Total Male 10 59% 2 100% 0 0% 1 50% 10 62% Female 7 41% 0 0% 0 0% 1 50% 6 38% M anagement and Senior Professional Total Male % % % % % Female % 36 46% 42 41% 46 42% % Professional and Support Staff Total 12,009 1, ,432 12,427 Male 3,901 32% % % % 4,031 32% Female 8,108 68% % % 1,012 71% 8,396 68% 1 Hires, 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. Identification of Problem Areas Page 20

24 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 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 Representation Hires, Rehires, Promotions, Representation in 2013 Limited to Career Recl assifications Separations in 2014 All Programs Total 12,931 1, ,543 13,412 White 6,207 48% % % % 6,344 47% Minorities 6,282 49% % % % 6,619 49% Unknown 424 3% 124 7% 27 3% 62 4% 449 3% Senior Management Group Total White 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% Management and Senior Professional Total White % 45 58% 69 68% 75 69% % Minorities % 20 26% 32 31% 30 28% % Unknown 18 2% 13 17% 1 1% 4 4% 21 2% Professional and Support Staff Total 12,009 1, ,432 12,427 White 5,540 46% % % % 5,640 45% Minorities 6,043 50% % % % 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- Identification of Problem Areas Page 21

25 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/ /31/2014 Oct hires Oct workforce Total Male Female White Black Hispanic Asian Am Ind Unknown 1, , 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/ /31/2014 Total Male Female White Black Hispanic Asian Am Ind Unknown October Oct Base 4,392 8,539 6, ,667 3, Promotion Rate 3.9% 4.3% 4.2% 2.2% 3.7% 4.4% 6.8% 4% At UC San Diego, promotions are defined as current career employees applying for and being selected for higher level positions through open recruitment. In , 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/ /31/2014 Total Male Female White Black Hispanic Asian Am Ind Unknown October October 2013 Base 4,392 8,539 6, ,667 3, Reclassification Rate 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. Identification of Problem Areas Page 22