affirmative action plan - office of campus community relations

University of California, Davis

Affirmative Action Personnel Program Plan December 31st 2012 – December 30th 2013

Office of Academic Administration

1 Shields Avenue, Mrak Hall Davis, CA 95616

(530)752-4885

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UC DAVIS AFFIRMATIVE ACTION PERSONNEL PROGRAM PLAN

TABLE OF CONTENTS PREFACE ........................................................................................................................ 1 I. INTRODUCTION .................................................................................................. 2 II. DISSEMINATION OF INFORMATION ON THE AFFIRMATIVE ACTION PERSONNEL PROGRAM PLAN .......................................................................... 6 III. DESIGNATION OF RESPONSIBILITY [41 CFR § 60-2.17(a)] ............................. 7 IV. WORKFORCE ANALYSIS (41 CFR § 60-2.11(c)) .............................................. 13 V. JOB GROUP ANALYSIS (41 CFR § 60-2.12) AND PLACEMENT OF INCUMBENTS IN JOB GROUPS (41 CFR § 60-2.13) ...................................... 14 VI. AVAILABILITY (41 CFR § 60-2.14), UTILIZATION (41 CFR § 60-2.15), AND PLACEMENT GOALS (41 CFR § 60-2.16) ................................................ 24 VII. INTERNAL AUDIT AND REPORTING SYSTEMS [41 CFR § 60-2.17(d)] .......... 32 VIII. IDENTIFICATION OF PROBLEM AREAS [41 CFR § 60-2.17(b)] ...................... 35 IX. ACTION-ORIENTED PROGRAMS FOR FACULTY AND STAFF [41 CFR § 60-2.17(c)] ......................................................................................... 40 X. ACTION-ORIENTED PROGRAMS -- OUTREACH AND CAMPUS ACTIVITIES [41 CFR § 60-2.17(c) ...................................................................... 43 XI. SEX DISCRIMINATION GUIDELINES [41 CFR § 60-20] .................................. 45 XII. GUIDELINES ON DISCRIMINATION BECAUSE OF RELIGION OR NATIONAL ORIGIN [41 CFR § 60.50] .......................................................... 46 XIII. AFFIRMATIVE ACTION PERSONNEL PROGRAM FOR INDIVIDUALS WITH DISABILITIES AND COVERED VETERANS [41 CFR § 60-741 and 41 CFR § 60-250] ........................................................... 47

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PREFACE Affirmative Action Personnel Program Plan The content of this Affirmative Action Personnel Program Plan is in accordance with the guidelines set forth by the Department of Labor, Office of Federal Contract Compliance Programs. As an active plan, it is updated annually. The workforce analysis was done for the twelve-month period of November 1, 2011 - October 31, 2012. Annual percentage placement goals are established and in effect for the Plan year coverage dates, December 31, 2012 through December 30, 2013.

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I. INTRODUCTION A. Chancellor's Message

At UC Davis, we are fortunate to share a culturally rich and vibrant learning environment, unique to California and uncommon to many of our peer institutions. And we understand that, as an academic institution, our diversity is integral to our pursuit of excellence. For the past 22 years, the Principles of Community have served as a reminder to appreciate our individual differences as well as to affirm the personal dignity inherent in all of our community members. These same principles ask each of us to recognize the obligation we have to foster an environment of civility and respect in which all of us can thrive. To this end UC Davis reaffirms its commitment to providing equal employment opportunity, to meeting affirmative action goals and objectives, and to supporting an energetic pursuit of diversity in all its relevant actions and activities. As UC Davis enters its second century, we celebrate our diversity and remain invested in the collective welfare of our community. We know that, by doing so, we are building upon one of our greater strengths and helping to ensure the university's excellence for generations to come.

B. UC Statement of Commitment

As a publicly funded institution, the University has a responsibility to be responsive to all segments of the state's population. In order to keep pace with the changing demographics of California's population, the University continually must examine and alter, as appropriate, traditional patterns of access to education, employment, and business opportunities. The University's affirmative action efforts help to ensure access to these opportunities by all segments of the state's population.

The University of California, Davis, is committed to the pursuit of excellence in all its endeavors--educational, cultural, scholarly, and administrative. A university, because of its dual responsibility as a repository of knowledge and as a forum for the examination of new and old ideas, is especially dependent on the diversity of its workforce in the fulfillment of its mission. Diversity in disciplinary training, academic interests, areas of specialization, and teaching and research approaches and styles are widely accepted as necessary and desirable in an academic institution. Diversity by ethnicity and gender is no less important in ensuring that the University's workforce brings a full range of backgrounds and perspectives to bear in addressing its teaching, research, and service responsibilities. The University is committed to creating and maintaining a community in which students, faculty, and staff can work together in an environment free of discrimination, harassment, and other artificial barriers to individual success and

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fulfillment. Each person affiliated with the University bears a responsibility to adhere to the policy of equal opportunity and to promote affirmative action efforts.

C. The Development of Affirmative Action Personnel Program Plan and

Policy for Employees of the University of California, Davis

In response to Executive Order 11246 and Revised Order 4, the first Affirmative Action Personnel Program Plan for the Davis campus was prepared in 1973. In 1975, the President of the University of California issued policy and guidelines indicating the intention of the University to initiate comprehensive written Affirmative Action Personnel Program Plans.

D. University of California Nondiscrimination and Affirmative Action Policy

Regarding Academic and Staff Employment

Since the Affirmative Action Personnel Program Plan is predicated on the right to equal employment opportunity, the University of California requires that a statement on nondiscrimination and affirmative action be included in all recruitment materials and publications containing general information that are made available to applicants and employees. The full statement (with footnotes omitted) is as follows:

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 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 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 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 individuals with disabilities, and for covered Veterans. The

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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. In conformance with Federal regulations, written affirmative action plans shall be prepared and maintained by each campus of the University, by the Lawrence Berkeley National Laboratory, by the Office of the President, and by the Division of Agriculture and Natural Resources. Such plans shall be reviewed and approved by the Office of the President and the Office of the General Counsel before they are officially promulgated. Questions regarding the University’s nondiscrimination policy may be directed to Wendi Delmendo, Chief Compliance Officer, [email protected], (530) 752-6550.

E. Purpose and Description of the Affirmative Action Personnel Program Plan

The Davis Campus Affirmative Action Personnel Program Plan serves as a working document that describes current policies, practices, and results in the area of personnel affirmative action. It represents this campus' framework for taking affirmative action approaches to ensure equality of opportunity for women, minorities, individuals with disabilities, and covered veterans in all aspects of employment.

The Plan describes the hierarchy of responsibility for campus affirmative action, the mechanisms that exist for full campus participation in the Affirmative Action Personnel Program Plan, the policies and procedures governing recruitment at all levels, the campus plan for monitoring, reporting, and evaluating affirmative action progress, and a description of special affirmative action programs the campus has used in its efforts to increase the presence and retention of groups historically underrepresented in our workforce.

The contents of this Plan are intended to implement our affirmative action policy in ways that are consistent with federal law as specified by Executive Order 11246 as amended, 41 CFR § 60-2, and University policy. The last section of the plan presents the ‘Affirmative Action Personnel Program for Individuals with Disabilities, and Covered Veterans’ in accordance with the federal Rehabilitation Act and the Vietnam Era Veterans Readjustment Assistance Act.

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F. Annual Review of the Plan

The campus conducts an annual review of the Affirmative Action Personnel Program Plan, which includes an update of workforce information, utilization analyses [as required by 41 CFR § 60-2.11 (c) and 41 CFR § 60-2.15], and goals. The internal audit and reporting systems described herein provide the information necessary to conduct a self-assessment of the processes on recruitment, selection, referral, advancement, and separation for academic and staff personnel each year based on the reporting period November 1 through October 31.

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II. DISSEMINATION OF INFORMATION ON THE AFFIRMATIVE ACTION PERSONNEL PROGRAM PLAN [41 CFR §60-1.4]

Information from the UC Davis Affirmative Action Personnel Program Plan is distributed on the campus through the UC Davis Policy and Procedure Manual and personnel manuals covering academic and staff employees. To publicize the objectives of affirmative action, the Davis campus takes the following steps:

A. Internal Dissemination

1. The nondiscrimination/affirmative action policy statement and the

text of this Plan are made available on the University’s website (http://occr.ucdavis.edu/Resources/Affirmative_Action_Personnel_Program_Plan.pdf) and a printed copy is available in the general campus library.

2. The policy statements are available to all employees through the

University’s website. 3. Information about the Affirmative Action Personnel Program Plan is

presented at various meetings.

4. Affirmative action is explained training and management programs related to recruitment and selection of staff and at faculty development workshops, such as the New Chairs Workshop and Search Chairs Workshop for academic searches.

5. The plan is distributed and discussed with Academic Affirmative

Action Unit Heads at annual meetings. 6. Information regarding equal employment opportunity and

affirmative action is displayed on bulletin boards and other areas designated for general information.

B. External Dissemination

1. An announcement that UC Davis is an equal opportunity/affirmative

action employer is included on all recruitment materials, the Staff Employment Opportunities web site, and general information publications made available to applicants and the general public.

2. The consolidated equal opportunity/affirmative action clause is

included, either by reference or in its entirety, in all subcontracts covered by Executive Order 11246.

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III. DESIGNATION OF RESPONSIBILITY [41 CFR § 60-2.17(a)]

A. Organizational Structure

The campus is organized into twenty Affirmative Action Units. These Affirmative Action Units are: (1) College of Agricultural and Environmental Sciences; (2) College of Letters and Science/Division of Humanities, Arts and Cultural Studies; (3) College of Letters and Science/Division of Mathematical and Physical Sciences; (4) College of Letters and Science/Division of Social Sciences; (5) College of Biological Sciences; (6) School of Medicine*; (7)School of Nursing*; (8) UCD Medical Center*; (9) School of Law (including Law Library); (10) College of Engineering; (11) Graduate School of Management; (12) Student Affairs; (13) Library (including Health Sciences Library); (14) Offices of the Chancellor and Provost; (15) School of Veterinary Medicine; (16) Administration and Resource Management; (17) University Relations; (18) Graduate Studies; (19) Research; (20) School of Education; (21) Information and Educational Technology. The Affirmative Action Unit Heads are the deans and the heads of the aforementioned administrative units. [Exhibit A].

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B. Administrative Lines of Authority

The lines of administrative responsibility for carrying out this plan are identical to the regular lines of administrative responsibility used to manage and operate the Davis campus. These extend from the Chancellor and the Provost and Executive Vice Chancellor, to the vice chancellors and vice provosts, deans and heads of administrative units, department chairpersons, and supervisors. In no instance should the responsibility for affirmative action be removed from this line of authority.

Supervisory personnel are expected to make good faith efforts to carry out affirmative action plans. Personnel who are found to have taken any discriminatory action against any employee or applicant will be subject to discipline in accordance with established administrative procedures.

Each administrative official or supervisor with responsibility for hiring is accountable for implementing the Affirmative Action Personnel Program Plan in his or her area of authority. In job groups where availability data indicate there is underutilization of women or minorities, goals are established in accordance with federal law. The Office of the Vice Provost--Academic Affairs retains records on recruitment for academic and staff personnel positions. The Associate Vice Chancellor --Human Resources’ office and retains the records on recruitment for senior manager positions. Such records form the basis for determining that appropriate affirmative action search and recruitment processes have been carried out.

C. Definition of Administrative Responsibility for Affirmative Action

1. Chancellor

As the chief campus officer, the Chancellor has administrative authority for all personnel matters, including affirmative action, in accordance with University policies. It is the Chancellor who provides the leadership for the academic community and whose public stance gives evidence of the good faith through which affirmative action must function. By setting policy and seeing that it is carried through, the Chancellor plays the most crucial role in making clear to everyone--both on the campus and off--that affirmative action is an integral part of the day-to-day business of the Davis campus.

2. Provost and Executive Vice Chancellor

Acting for the Chancellor, the Provost and Executive Vice Chancellor is designated as the UC Davis Affirmative Action Officer. In this capacity, the Provost and Executive Vice Chancellor

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coordinates affirmative action throughout the campus and has the specific responsibility for the implementation of the campus wide Affirmative Action Personnel Program Plan and the review of the affirmative action performance of the various units.

The Provost and Executive Vice Chancellor and designated staff members are responsible for the campus wide administration and coordination of the Affirmative Action Personnel Program Plan to ensure good faith efforts toward affirmative action goals and to establish procedures for review and revision of current employment practices. They provide a liaison with minorities, women, individuals with disabilities and covered veterans throughout the campus community, providing leadership and coordinating affirmative action efforts in their assigned areas on a day-to-day basis. The Provost and Executive Vice Chancellor is a co-chair of the Campus Council on Community and Diversity.

3. Vice Provost--Academic Affairs

The Vice Provost--Academic Affairs serves as Deputy Affirmative Action Officer in the area of academic personnel. The primary responsibility of the Vice Provost is to provide leadership in all matters pertaining to academic personnel policies and procedures. It is the responsibility of the Vice Provost to implement academic career development programs, and to ensure that affirmative action and non-discrimination are incorporated into all areas of academic personnel administration including recruitment, academic grievances, policies and informal grievance procedures, salary and benefit programs, and academic program development. The Vice Provost is designated an ex-officio member of the Campus Council on Community and Diversity.

4. Vice Chancellor—Administrative and Resource Management

The Vice Chancellor--Administrative and Resource Management serves in a leadership capacity over the delivery of programs in the areas of human resources and in business contracts.

5. Associate Executive Vice Chancellor--Campus Community

Relations

The Associate Executive Vice Chancellor--Campus Community Relations serves as the primary advisor to the administrative leadership of the campus on matters of diversity and campus community. The Associate Executive Vice Chancellor works in collaboration with a broad cross-section of the campus to ensure

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attention to those components of our social environment that affect community, campus climate, diversity and inclusiveness. The Associate Executive Vice Chancellor co-chairs the Campus Council on Community and Diversity.

6. Associate Vice Chancellor --Human Resources (Davis campus) and Executive Director, Human Resources (Health System)

The Associate Vice Chancellor --Human Resources and the Executive Director, Human Resources serve as Deputy Affirmative Action Officers in the area of staff personnel. These officials provide leadership in all matters pertaining to staff personnel policies and program development. They ensure that affirmative action and nondiscrimination are incorporated into all areas of staff personnel administration including staff employment services, employee development, employee and labor relations, pay and classification, staff grievance procedures, and employee benefit programs. The Associate Vice Chancellor --Human Resources serves as an ex-officio member of the Campus Council on Community and Diversity.

7. Affirmative Action Unit Heads

The Heads of all Affirmative Action Units (See Exhibit A) are responsible for implementing affirmative action measures within their respective unit areas, insuring that employment practices in their Units are in compliance with federal and state laws, and that employment conditions do not allow for discrimination.

D. Mechanisms for Advice, Planning, and Policy Making

Affirmative action permeates all areas of UC Davis operations. In order to translate affirmative action goals into positive results, the entire campus and the UC Davis Health System (UCDHS) must be involved in the formulation and implementation of policy.

1. Academic Senate Affirmative Action and Diversity Committee

The Academic Senate Affirmative Action and Diversity Committee advises the Chancellor through Associate Executive Vice Chancellor—Campus Community Relations on general policies bearing on affirmative action for academic personnel and academic programs, reviews information on academic personnel actions, undertakes studies of affirmative action policies and practices, and makes recommendations to campus agencies. It reports annually to the Davis Division of the Senate. The Academic Senate members of the Committee are appointed by the Committee on

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Committees of the Academic Senate. Other members (academic staff and students) are named by their respective organizations (Davis Academic Federation, Graduate Student Association, and Associated Students UCD).

2. Campus Council on Community and Diversity

The Campus Council on Community and Diversity is an advisory body to the Chancellor and the Provost and Executive Vice Chancellor. The overarching responsibility for the Council is to provide both campus leaders and the campus community with advice concerning ways to strengthen and maintain the bonds of community at UC Davis. In particular, the charge includes providing advice on actions required to ensure that our students, faculty, staff and administrators better reflect the richness of California’s ethnic and cultural diversity and strategies to ensure that the environment of UC Davis is welcoming and inclusive of the cultural differences and knowledge basis of all Californians The Council is comprised of administrators, faculty, staff, and students.

3. Staff Diversity Administrative Advisory Committee

The Staff Diversity Administrative Advisory Committee is appointed by and advises the Provost and Executive Vice Chancellor through the Associate Executive Vice Chancellor – Campus Community Relations on matters related to affirmative action for staff personnel. This committee reviews current staff-related affirmative action programs, recommends activities, advises the campus administration regarding general employment-related issues, receives communications from constituent organizations and provides recommendations regarding action plans, and participates in the planning and offering of campus programs to increase our diversity. It is comprised of staff employees representing the schools and colleges, constituent groups, and Staff Assembly.

4. Disability Issues Administrative Advisory Committee

The Disability Issues Administrative Advisory Committee is appointed by the Chancellor and is advisory to the Provost and Executive Vice Chancellor, through the Associate Executive Vice Chancellor – Campus Community Relations on programs, policies, and practices affecting individuals with disabilities. It is comprised of faculty, staff, and students.

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5. UCDHS Equal Opportunity Diversity Committee

This Committee reports to UCDHS Vice Chancellor and School of Medicine Dean Claire Pomeroy. The Committee’s principal charge is to ensure that, for the Health System: 1) University policies that promote equitability, and prohibit discrimination and harassment are enforced; 2) that diversity practices designed to attract and retain qualified employees are in place; 3) that healthy staff-to-patient and staff-to-staff interactions are encouraged; and 4) that formal and informal affiliations with internal and community entities are cultivated and nurtured.

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IV. WORKFORCE ANALYSIS (41 CFR § 60-2.11(c)) Annually, UC Davis develops an analysis to provide an overview of the

workforce. This report assists the University in identifying organizational units where women or minorities are concentrated.

A. Workforce Composition Using the October 31 payroll data, UC Davis conducts an analysis of its

workforce composition by sex, ethnicity, and department within each Affirmative Action Unit. For each department, all non-student academic and career staff employee counts are summarized by job titles that are ranked, from lowest to highest, by salary range. For each title, the total number of incumbents, the total number of male and female incumbents, and the total number of male and female incumbents in each of the following groups are provided: Blacks, Hispanics, Asian/Pacific Islanders, and American Indians/Alaskan Natives.

B. Inclusion in Affirmative Action Plan UC Davis maintains one affirmative action plan for all non-student

academics and career staff employed at the main campus and its affiliate offices and at the UC Davis Health System in Sacramento. Also this Affirmative Action Plan does not include the Chancellor, as the Chancellor is included in the Affirmative Action Plan maintained by the UC Office of the President. Note that the Chancellor is included in the Workforce Composition figures.

As of October 31, 2012 Total number of non-student academics: 5,409 Number affiliated with campus units: 4,186 Number affiliated with health system units: 1,223 Total number of career staff: 14,707 Number affiliated with campus units: 6,360 Number affiliated with health system units: 8,347

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V. JOB GROUP ANALYSIS (41 CFR § 60-2.12) AND PLACEMENT OF INCUMBENTS IN JOB GROUPS (41 CFR § 60-2.13)

A job group analysis is the first step for determining placement goals. Because

the nature of academic positions is quite different from staff positions, UC Davis conducts a separate job group analysis for each group.

A. Academic The academic job group analysis categorizes all non-student academic job

titles into appropriate groups based on class title outline code and department, program, or other unit. Jobs with similar content, wage rates and opportunities are combined to form job groups. A list of academic job titles comprising each job group is displayed in Table IA. Table IB displays the total numbers and percentages of women and minorities in academic job groups, as of October 31, 2012.

B. Staff The staff job group analysis categorizes all staff job titles into appropriate

job groups based on similar content, wage rates, and opportunities. Jobs with similar content, wage rates and opportunities are combined to form job groups. A list of staff job titles comprising each job group is displayed in Table 1C. Table ID displays the total numbers and percentages of women and minorities in staff job groups, as of October 31, 2012.

C. UC Davis employees are located throughout the State of California, the country and the world. Academic and staff positions are primarily located at the following addresses:

University of California, Davis

1 Shields Avenue Davis, CA 95616

University of California Davis Health System 2315 Stockton Blvd. Sacramento, CA 95817

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UC DAVIS AFFIRMATIVE ACTION PERSONNEL PROGRAM PLAN TABLE 1A CATEGORIES AND GROUPS WITHIN THE ACADEMIC WORKFORCE

MAJOR CATEGORY

COLLEGE/DIVISION DEPARTMENTS

Tenured Faculty

Agricultural & Environmental Sciences

Agricultural & Resource Economics Land, Air and Water Resources

Animal Science Nematology

(Professor & Associate Professor)

Entomology Nutrition Environ Design/Landscape Architecture Plant Pathology Environmental Science and Policy Plant Sciences Environmental Toxicology Textiles & Clothing Food Science & Technology Viticulture & Enology Human Development Wildlife, Fish, & Conserv Biology

College of Biological Sciences

Evolution & Ecology Neurobiol, Physiol & Behavior Microbiology Plant Biology Molecular & Cellular Biology

Engineering

Applied Science Civil & Environmental Engineering Biol & Agricultural Engineering Computer Science Biomedical Engineering Electrical & Computer Engineering Chemical Engineering & Materials Sci Mechanical & Aeronautical Engr

L&S Humanities, Arts & Cult Sci

African American & African Studies French & Italian American Studies German & Russian Art/Art History Music Asian American Studies Native American Studies Chicana/o Studies Religious Studies Comparative Literature Spanish & Classics Design Theatre and Dance East Asian Languages & Cultures University Writing Program English Women and Gender Studies

L&S Math. and Phys. Sci Chemistry Physics Geology Statistics Mathematics

L&S Social Sciences

Anthropology Physical Education Program Communication Political Science Economics Psychology History Science & Technology Studies Linguistics Sociology Philosophy

Professional Schools Graduate School of Management School of Law School of Education

School of Medicine

Anesthesiology Orthopaedic Surgery Biochemistry & Molecular Medicine Otolaryngology Cell Biol & Human Anatomy Pathology & Laboratory Medicine Dermatology Pediatrics Emergency Medicine Pharmacology Family & Community Medicine Physiology & Membrane Biology Internal Medicine Psychiatry and Behavioral Science Microbiology & Immunology Radiation Oncology Neurological Surgery Radiology Neurology Surgery Obstetrics & Gynecology Urology Ophthalmology & Visual Sciences

School of Veterinary Medicine Anatomy, Physiol & Cell Biology Path, Microbiol & Immunology Medicine & Epidemiology Population Hlth & Reproduction Molecular Biosciences Surgical & Radiological Sci

Tenure-Track Faculty (Assistant Professor)

The Tenure-Track Faculty structure is the same as that developed for Tenured Faculty.

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MAJOR CATEGORY

SERIES PRIMARY TITLES WITHIN SERIES

Other Teaching Faculty

Adjunct Professor Adjunct Professor Assistant Adjunct Professor

Associate Adjunct Professor Adjunct Instructor

Clinical Professor Clinical Professor Assistant Clinical Professor

Associate Clinical Professor Clinical Instructor

Lecturer SOE/ Sr Lecturer SOE

Senior Lecturer w/ Security of Employment Lecturer w/ Security of Employment

Lecturers Lecturer Supervisor of Teacher Ed

Child Develop. Demo. Lecturer

Professor in Residence Professor in Residence Assistant Professor in Residence

Associate Professor in Residence

Professor of Clinical___ Professor of Clinical ___ Assistant Professor of Clinical ___

Associate Professor of Clinical ___

Visiting Professor Visiting Professor Visiting Assistant Professor

Visiting Associate Professor

Research Titles

Postdoctoral Scholars

Postdoctoral Scholar Visiting Psotdoc

Postgraduate Researcher Junior Specialist

Faculty Fellow Researcher

Project Scientist Project Scientist Assistant Project Scientist

Associate Project Scientist

Researchers

Researcher Visiting Researcher

Associate Researcher Visiting Associate Researcher

Assistant Researcher Research ___

Specialist in Coop. Extension Specialist in the Coop. Extension Asst. Specialist in the Coop. Extension

Assoc. Specialist in the Coop. Extension

Specialist series Specialist Assistant Specialist

Associate Specialist

Other Academic Titles

Academic Administrator

Academic Administrator Director

Assistant Dean - Academic Faculty Advisor

Associate Dean Faculty Assistant

Academic Coordinator Academic Coordinator

Continuing Education Specialist

Continuing Education Specialist Teacher - University Extension

Librarians Librarian Assistant Librarian

Associate Librarian

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TABLE IB SUMMARY OF TOTAL NON-STUDENT ACADEMIC INCUMBENTS BY JOB GROUP, AS OF OCTOBER 31, 2012

CATEGORY JOB GROUP TOTALAg & Environmental Sciences 222 48 21.6% 3 1.4% 10 4.5% 15 6.8% 1 0.5% 29 13.1%Biological Sciences 94 26 27.7% 0 0.0% 1 1.1% 9 9.6% 0 0.0% 10 10.6%Engineering 162 26 16.0% 3 1.9% 4 2.5% 43 26.5% 1 0.6% 51 31.5%L&S Humanit Arts & Cult Stds 155 86 55.5% 9 5.8% 12 7.7% 21 13.5% 5 3.2% 47 30.3%L&S Math. and Phys. Sci 141 27 19.1% 0 0.0% 4 2.8% 27 19.1% 1 0.7% 32 22.7%L&S Social Sciences 163 55 33.7% 4 2.5% 12 7.4% 15 9.2% 0 0.0% 31 19.0%Professional Schools 74 36 48.6% 2 2.7% 5 6.8% 18 24.3% 0 0.0% 25 33.8%School of Medicine 183 51 27.9% 3 1.6% 4 2.2% 34 18.6% 0 0.0% 41 22.4%School of Veterinary Medicine 93 36 38.7% 0 0.0% 1 1.1% 5 5.4% 1 1.1% 7 7.5%

Subtotal 1,287 391 30.4% 24 1.9% 53 4.1% 187 14.5% 9 0.7% 273 21.2%

Ag & Environmental Sciences 36 17 47.2% 1 2.8% 2 5.6% 10 27.8% 1 2.8% 14 38.9%Biological Sciences 11 5 45.5% 1 9.1% 1 9.1% 1 9.1% 0 0.0% 3 27.3%Engineering 22 6 27.3% 0 0.0% 1 4.5% 7 31.8% 0 0.0% 8 36.4%L&S Humanit Arts & Cult Stds 33 14 42.4% 2 6.1% 5 15.2% 4 12.1% 0 0.0% 11 33.3%L&S Math. and Phys. Sci 14 5 35.7% 0 0.0% 0 0.0% 2 14.3% 0 0.0% 2 14.3%L&S Social Sciences 32 18 56.3% 0 0.0% 1 3.1% 6 18.8% 0 0.0% 7 21.9%Professional Schools 13 6 46.2% 1 7.7% 0 0.0% 5 38.5% 0 0.0% 6 46.2%School of Medicine 15 6 40.0% 0 0.0% 3 20.0% 4 26.7% 0 0.0% 7 46.7%School of Veterinary Medicine 15 4 26.7% 1 6.7% 1 6.7% 0 0.0% 0 0.0% 2 13.3%Subtotal 191 81 42.4% 6 3.1% 14 7.3% 39 20.4% 1 0.5% 60 31.4%

1,478 472 31.9% 30 2.0% 67 4.5% 226 15.3% 10 0.7% 333 22.5%

Adjunct Professor 78 32 41.0% 1 1.3% 3 3.8% 27 34.6% 0 0.0% 31 39.7%

Health Sciences Clinical Professor 243 112 46.1% 5 2.1% 11 4.5% 88 36.2% 0 0.0% 104 42.8%

Lecturer SOE/Sr Lecturer SOE 15 6 40.0% 0 0.0% 0 0.0% 1 6.7% 0 0.0% 1 6.7%

Lecturers 318 163 51.3% 7 2.2% 14 4.4% 29 9.1% 2 0.6% 52 16.4%

Professor in Residence 61 18 29.5% 0 0.0% 4 6.6% 5 8.2% 1 1.6% 10 16.4%

Professor of Clinical _ 265 91 34.3% 5 1.9% 11 4.2% 66 24.9% 1 0.4% 83 31.3%

Visiting Professor 42 12 28.6% 0 0.0% 3 7.1% 10 23.8% 0 0.0% 13 31.0%

Subtotal 1,022 434 42.5% 18 1.8% 46 4.5% 226 22.1% 4 0.4% 294 28.8%

Postdoctoral Scholar 1,228 595 48.5% 18 1.5% 103 8.4% 413 33.6% 2 0.2% 536 43.6%

Professional Researcher 144 50 34.7% 1 0.7% 6 4.2% 35 24.3% 0 0.0% 42 29.2%

Project Scientist 261 101 38.7% 6 2.3% 12 4.6% 114 43.7% 0 0.0% 132 50.6%

Specialist in Coop. Extension 62 21 33.9% 0 0.0% 1 1.6% 2 3.2% 0 0.0% 3 4.8%

Specialist series 82 37 45.1% 1 1.2% 6 7.3% 35 42.7% 0 0.0% 42 51.2%

Subtotal 1,777 804 45.2% 26 1.5% 128 7.2% 599 33.7% 2 0.1% 755 42.5%

Academic Administrator 62 18 29.0% 4 6.5% 2 3.2% 4 6.5% 1 1.6% 11 17.7%

Academic Coordinator 75 54 72.0% 1 1.3% 6 8.0% 5 6.7% 0 0.0% 12 16.0%

Continuing Educator/Univ Ext 945 570 60.3% 59 6.2% 98 10.4% 62 6.6% 14 1.5% 233 24.7%

Librarians 50 34 68.0% 1 2.0% 2 4.0% 4 8.0% 2 4.0% 9 18.0%

Subtotal 1,132 676 59.7% 65 5.7% 108 9.5% 75 6.6% 17 1.5% 265 23.4%

5,409 2,386 44.1% 139 2.6% 349 6.5% 1,126 20.8% 33 0.6% 1,647 30.4%

Tenured Faculty

HISPANIC ASIAN AM INDIAN SUM:NON-WHITE

TOTAL ACADEMIC WORKFORCE


Total Tenured/Tenure-Track Faculty



Research Titles

Tenure-Track Faculty

WOMEN AFRICAN-AM

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TABLE 1C CATEGORIES AND GROUPS WITHIN THE STAFF WORKFORCE Job Group Primary Titles

Senior Management Group A0A Executive * Campus Counsel Med Chief Operating Officer

Dean Med Chief Medical Officer Provost Med Chief Patient Srvcs Officer Med Chief Admin & Prof. Srvcs Officer University Librarian

Med Chief Executive Officer Med Chief Financial Officer

Vice Chancellor Vice Provost

Management and Sr Professionals Med Chief Information Officer A0B MSP Management Administrator/Coordinator/Officer Deputy Director

Assistant Chancellor Director Assistant Dean Executive Asst/Special Asst Assistant Director Fire Chief Assistant Vice Chancellor Fire Chief, Assistant Assoc. Admin/Coordinator/Officer Management Services Officer Associate Dean Manager

Associate Director Associate Manager

Med Chief Counsel Police Lieutenant

Associate Vice Chancellor Chief of Police

Senior Counsel Specialist (Functional Area)

B0A MSP Prof Hlth Related Chief of Pharmaceutical Services Physician Chief of Pharmaceutical Srvcs Ast/Asoc Psychologist Dentist Respiratory Therapist Hospital Radiation Physicist Social Worker Nurse Veterinarian Pharmacist

B0B MSP Prof Non-Hlth Related Analyst Fundraising Manager

Architect Coach Computing Resource Manager

Physical Plant Admin Principal Counsel Programmer

Engineer Environ. Health & Safety, Principal

Programmer/Analyst Project Manager

Fundraiser Psychologist

Professional and Support Staff A01 Officials & Mngrs Upper Computing Resource Manager

Project Manager Management Service Officer

A02 Officials & Mngrs Lower Division Administrator Management Service Officer

A30 Nurse Managers Nurse Manager

B01 Student Affairs Upper Student Affairs Officer Placement Interviewer

B02 Student Affairs Lower Coach Recreation Supervisor Placement Interviewer Student Affairs Officer

B03 Counseling Upper Child Life Manager Psychologist Counselor Social Worker

B04

Counseling Lower

Art Therapist Child Life Specialist

Mental Health Therapist Music Therapist

Counselor

Resident Director Social Worker

B05

Communications, Media Upper

Editor Producer/Director Program Promotion Manager Publications Coordinator

Publications Manager Public Information Rep Writer

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B06 Communications, Media Lower

Editor Theater Production Supervisor Producer/Director Publications Coordinator

Writer

B07 Admin,Bud,Pers,Acct Upper Accountant Buyer Analyst HR Analyst

Assistant to the ___ Auditor

Planner, Educational Facility

B08 Admin,Bud,Pers,Acct Lower Accountant Buyer Analyst Fundraiser Assistant to the ___ HR Analyst

B10 Computer Science Upper Programmer Statistician

B11 Computer Science Lower Programmer Statistician B13 Arch,Phys Plng,Devl,Engr Upper Architect Environ. Health & Safety

Engineer Planner

B14 Arch,Phys Plng,Devl,Engr Lower Architect Inspector, Planner, Estimator

Construction Inspector Environ. Health & Safety

Material Coordinator

B16

Reg Nurses Upper

Case Manager Nurse

Transplant Coordinator

B17 Reg Nurses Lower/Entry Nurse

B18 Sciences Lab, Field Upper Anesthesia Technician Hospital Lab Technician Animal Health Technician Museum Scientist Cardiovascular Technician Polysomnography

Clinical Research Environ. Health & Safety Tech

Radiation Equipment Specialist Spectroscopist

Histotechnologist Staff Research Associate

B19 Sciences Lab, Field Mid Clinical Research Staff Research Associate Museum Scientist

B21 Sciences Lab, Field Lower/Entry Clinical Research Museum Scientist Histotechnologist Radiation Equipment Specialist Hospital Lab Technician Staff Research Associate Museum Preparator

B22 Clinical Lab Technl Upper Cytotechnologist Scientist

B23 Clinical Lab Technl Lower Scientist

B24 Ther & Vet Svcs Upper Clinical Specialist Therapist Optometrist Veterinarian Pharmacist

B25 Ther & Vet Svcs Lower Athletic Trainer Physical Therapist Audiologist Speech Pathologist Occupational Therapist Veterinarian Physician Assistant

B26

Dietary Services

Dietician Executive Chef

Food Service Manager

B27 Professionals, Other Counselor Psychologist Intern Psychometrist

Social Worker Speech Pathologist Sports Assistant

Recreation Program Inst/Supvsr Resident Advisor

Student Activities Therapist

B28 Administrative Specialists Administrative Specialist

C01 Health Technicians Animal Health Technician Pharmacy Technician Animal Resource Personnel Polysomnography Technologist

Community Health Program Personnel Dosimetrist

Radiation Technologist Respiratory Therapist

C02 Non-Health Technicians Artist Program Representative

Electronics Technician Public Events Personnel C03 Hosp, Lab, Pat Techs Upper ___ Assistant Hospital Pharmacy Technician

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Endoscopy Technician Home Health Aide Medical Assistant Operating Room Assistant

Phlebotomist Technician Radiology Assistant Sterile Technician

C04 Hosp, Lab, Pat Techs Lower ___ Assistant Hospital Medical Assistant Operating Room Assistant

Pharmacy Technician Radiology Assistant Sterile Technician

C05 Spec Hosp,Rad Techs Upper CT Technologist Dosimetrist

Phlebotomist Prosthetist/Orthotist

Medical Records Administrator Radiation Technologist/Specialist MRI Technologist Respiratory Therapist

Nuclear Medicine Technologist Optician

Surgical Technician Ultrasound Technologist

Perfusionist Technician C06 Spec Hosp,Rad Techs Mid Angiography Technologist

CT Technologist Patient Technician Physical Therapist

EEG Technologist Medical Records Administrator

Pulmonary Technician Radiation Technologist

MRI Technologist Respiratory Therapist

Occupational Therapist Operating Rm. Equip. Spec. Orthopaedic Technician

Surgical Technician Ultrasound Technician

C07 Spec Hosp,Rad Tech Lwr/Entry Dental Assistant Occupational Therapy Assistant Dietetic Assistant Orthopaedic Technician

Electrocardiographic Technician Physical Therapist Assistant

Emergency Trauma Technician Psychiatric Technician Endoscopy Technician Surgical Technician

C08 Vocational Nurses Nurse

C09 Program Coordinators Community Health Program Personnel Program Representative

C10 Sci, Lab Assts Upper Animal Technician Laboratory Assistant

C11 Sci, Lab Assts Lower/Entry Animal Technician Laboratory Assistant C12

Engr, Elec, Sci Techs Upper

Biomedical Equipment Technician Accelerator Operator

Electronics Technician Glassblower

Development Technician Laboratory Mechanician Drafting Technician Television Technician

C13 Engr, Elec, Sci Techs Lower Development Technician Laboratory Mechanician Engineering Aid Television Technician Electronics Technician

C14 Arts & Graphics Techs Upper Artist Public Events Manager Illustrator Scene Technician Photographer

C15 Arts & Graphics Techs Lower Art Model Public Events Manager

Photographer Projectionist

Scene Technician Wardrobe Technician

C16

Interpreters

Medical Interpreter Reader for the Blind

Translator

C17 Computer Resources & Ops Computer Resource Specialist

D04 Sec,Typists,Clerks Lower Clerk

D06 Clerical/Admin Upper ___ Assistant Dispatcher Collections Personnel

D07 Clerical/Admin Mid ___ Assistant Collections Personnel D08

Clerical/Admin Lower

___ Assistant

Survey Worker

D09 Clerical/Library Upper Library Assistant

D10 Clerical/Library Lower Library Assistant

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D11 Clerical/Medical Upper Medical Access Personnel Patient Biller

Medical Office Coordinator Patient Record Abstractor Medical Transcriber

D12

Clerical/Medical Lower

Hospital Services Coordinator Medical Access Personnel Medical Office Coordinator

Medical Transcriber Patient Biller Patient Record Abstractor

D13 Stores,Mail,Comp,Repro Upper Mail Personnel Storekeeper Reprographics Personnel

D14 Stores,Mail,Comp,Repro Lower Coder Mail Personnel Key Entry Operator Storekeeper

E01 Crafts Managers Physical Plant Superintendent Transit Maintenance Manager E02 Crafts Upper Automotive Technician

Building Maintenance Cabinet Maker Carpenter Cement Mason Electrician Glazier

Heat Vent Air Cond Mech/Tech Locksmith Mechanic Painter Plant Operator Plumber Roofer

E03

Crafts Lower

Automotive Technician Building Maintenance Electrician

Heavy Equipment Operator Mechanic Nursery Technician

Equipment Operator Plant Operator

Grounds Personnel Heat Vent Air Cond Mech/Tech

Plumber Tree Trimmer

F01 Operatives Managers Agricultural Superintendent

F02 Operatives Upper Agricultural Technician Farm Maintenance Worker

Automotive Equipment Operator Building Maintenance

Plant Operator

F03 Operatives Mid Agricultural Technician Groundskeeper Automotive Technician/Operator Irrigation Specialist Equipment Operator Pest Control Operator Farm Maintenance Worker Stores Worker Grounds Equipment Operator Tree Trimmer

F04 Operatives Lower Agricultural Technician Delivery Worker Automotive Attendant Groundskeeper Automotive Equipment Operator Nursery Technician

G01 Unskilled Workers Entry Assistant Animal Technician Laboratory Helper Building Maintenance Worker Laborer Farm Worker Patient Escort

H02 Police, Fire Services Upper Fire Captain Police Officer Fire Specialist Police Sergeant

H03 Police, Fire Services Lower Parking Services Security Guard

H04 Cleaning Services Upper Custodian Environmental Services H05

Cleaning Services Lower/Entry

Custodian Environmental Services

Linen Services

H06

Food Service Upper

Baker Cook

Food Service Personnel

H07

Food Service Lower

Baker Cook

Food Service Personnel

* The Chancellor is included in the Senior Administrators job group in the University of California Office of the President (UCOP) Affirmative Action Plan.

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TABLE ID SUMMARY OF TOTAL CAREER STAFF BY JOB GROUP, AS OF OCTOBER 31, 2012

TOTAL

Senior Management Group

A0A Executive 17 6 35.3% 1 5.9% 1 5.9% 0 0.0% 0 0.0% 2 11.8%

Management and Sr Professionals

A0B MSP Management 450 271 60.2% 20 4.4% 26 5.8% 43 9.6% 3 0.7% 92 20.4%

B0A MSP Prof Hlth Related 122 83 68.0% 3 2.5% 5 4.1% 14 11.5% 2 1.6% 24 19.7%

B0B MSP Prof Non-Hlth Related 68 33 48.5% 3 4.4% 3 4.4% 8 11.8% 0 0.0% 14 20.6%

Professional and Support Staff

A01 Officials & Mngrs Upper 93 60 64.5% 4 4.3% 14 15.1% 7 7.5% 0 0.0% 25 26.9%

A02 Officials & Mngrs Lower 23 19 82.6% 4 17.4% 1 4.3% 3 13.0% 0 0.0% 8 34.8%

A30 Nurse Managers 13 12 92.3% 1 7.7% 1 7.7% 1 7.7% 0 0.0% 3 23.1%

B01 Student Affairs Upper 104 81 77.9% 10 9.6% 19 18.3% 4 3.8% 2 1.9% 35 33.7%

B02 Student Affairs Lower 231 182 78.8% 20 8.7% 32 13.9% 17 7.4% 3 1.3% 72 31.2%

B03 Counseling Upper 61 51 83.6% 3 4.9% 6 9.8% 9 14.8% 0 0.0% 18 29.5%

B04 Counseling Lower 94 77 81.9% 5 5.3% 8 8.5% 9 9.6% 0 0.0% 22 23.4%

B05 Communications, Media Upper 82 53 64.6% 3 3.7% 2 2.4% 6 7.3% 1 1.2% 12 14.6%

B06 Communications, Media Lower 28 18 64.3% 0 0.0% 2 7.1% 2 7.1% 0 0.0% 4 14.3%

B07 Admin,Bud,Pers,Acct Upper 890 587 66.0% 52 5.8% 66 7.4% 123 13.8% 10 1.1% 251 28.2%

B08 Admin,Bud,Pers,Acct Lower 791 652 82.4% 44 5.6% 118 14.9% 109 13.8% 7 0.9% 278 35.1%

B10 Computer Science Upper 451 76 16.9% 17 3.8% 35 7.8% 107 23.7% 0 0.0% 159 35.3%

B11 Computer Science Lower 197 36 18.3% 15 7.6% 21 10.7% 48 24.4% 0 0.0% 84 42.6%

B13 Arch,Phys Plng,Devl,Engr Upper 176 47 26.7% 4 2.3% 3 1.7% 23 13.1% 3 1.7% 33 18.8%

B14 Arch,Phys Plng,Devl,Engr Lower 31 5 16.1% 0 0.0% 4 12.9% 1 3.2% 2 6.5% 7 22.6%

B16 Reg Nurses Upper 747 630 84.3% 28 3.7% 42 5.6% 123 16.5% 0 0.0% 193 25.8%

B17 Reg Nurses Lower/Entry 1,522 1,299 85.3% 52 3.4% 125 8.2% 470 30.9% 5 0.3% 652 42.8%

B18 Sciences Lab, Field Upper 495 290 58.6% 20 4.0% 41 8.3% 109 22.0% 0 0.0% 170 34.3%

B19 Sciences Lab, Field Mid 413 273 66.1% 7 1.7% 37 9.0% 97 23.5% 2 0.5% 143 34.6%

B21 Sciences Lab, Field Lower/Entry 203 152 74.9% 7 3.4% 24 11.8% 62 30.5% 1 0.5% 94 46.3%

B22 Clinical Lab Technl Upper 49 27 55.1% 0 0.0% 5 10.2% 13 26.5% 0 0.0% 18 36.7%

B23 Clinical Lab Technl Lower 111 87 78.4% 3 2.7% 8 7.2% 41 36.9% 1 0.9% 53 47.7%

B24 Ther & Vet Svcs Upper 131 81 61.8% 3 2.3% 7 5.3% 47 35.9% 0 0.0% 57 43.5%

B25 Ther & Vet Svcs Lower 86 56 65.1% 1 1.2% 2 2.3% 11 12.8% 1 1.2% 15 17.4%

B26 Dietary Services 45 37 82.2% 3 6.7% 6 13.3% 2 4.4% 0 0.0% 11 24.4%

B27 Professionals, Other 9 5 55.6% 1 11.1% 3 33.3% 2 22.2% 0 0.0% 6 66.7%

B28 Administrative Specialists 95 85 89.5% 8 8.4% 23 24.2% 6 6.3% 0 0.0% 37 38.9%

C01 Health Technicians 191 152 79.6% 4 2.1% 23 12.0% 10 5.2% 0 0.0% 37 19.4%

C02 Non-Health Technicians 81 56 69.1% 2 2.5% 12 14.8% 6 7.4% 0 0.0% 20 24.7%

C03 Hosp, Lab, Pat Techs Upper 379 277 73.1% 54 14.2% 72 19.0% 95 25.1% 5 1.3% 226 59.6%

C04 Hosp, Lab, Pat Techs Lower 247 163 66.0% 31 12.6% 34 13.8% 72 29.1% 5 2.0% 142 57.5%

C05 Spec Hosp,Rad Techs Upper 193 121 62.7% 13 6.7% 12 6.2% 40 20.7% 2 1.0% 67 34.7%

C06 Spec Hosp,Rad Techs Mid 245 115 46.9% 18 7.3% 25 10.2% 47 19.2% 3 1.2% 93 38.0%

C07 Spec Hosp,Rad Tech Lower/Entry 78 47 60.3% 8 10.3% 12 15.4% 15 19.2% 1 1.3% 36 46.2%

C08 Vocational Nurses 95 82 86.3% 9 9.5% 12 12.6% 16 16.8% 0 0.0% 37 38.9%

C09 Program Coordinators 303 276 91.1% 15 5.0% 84 27.7% 28 9.2% 4 1.3% 131 43.2%

C10 Sci, Lab Assts Upper 161 104 64.6% 3 1.9% 23 14.3% 24 14.9% 2 1.2% 52 32.3%

C11 Sci, Lab Assts Lower/Entry 192 103 53.6% 3 1.6% 39 20.3% 17 8.9% 2 1.0% 61 31.8%

C12 Engr, Elec, Sci Techs Upper 72 4 5.6% 3 4.2% 10 13.9% 9 12.5% 0 0.0% 22 30.6%

C13 Engr, Elec Sci Techs Lower 28 1 3.6% 1 3.6% 4 14.3% 6 21.4% 0 0.0% 11 39.3%

C14 Arts & Graphics Techs Upper 19 12 63.2% 0 0.0% 2 10.5% 6 31.6% 1 5.3% 9 47.4%


SUM: NON-WHITE

WOMEN AFRICAN-AM HISPANIC ASIAN AM INDIAN

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TABLE ID SUMMARY OF TOTAL CAREER STAFF BY JOB GROUP, AS OF OCTOBER 31, 2012

TOTALSUM: NON-

WHITEWOMEN AFRICAN-AM HISPANIC ASIAN AM INDIAN

C15 Arts & Graphics Techs Lower 8 3 37.5% 0 0.0% 2 25.0% 0 0.0% 0 0.0% 2 25.0%

C16 Interpreters 28 19 67.9% 0 0.0% 8 28.6% 8 28.6% 0 0.0% 16 57.1%

C17 Computer Resources & Operations 64 15 23.4% 5 7.8% 6 9.4% 14 21.9% 0 0.0% 25 39.1%

D04 Sec,Typists,Clerks Lower 13 9 69.2% 3 23.1% 2 15.4% 2 15.4% 0 0.0% 7 53.8%

D06 Clerical/Admin Upper 910 821 90.2% 64 7.0% 151 16.6% 141 15.5% 12 1.3% 368 40.4%

D07 Clerical/Admin Mid 494 433 87.7% 57 11.5% 87 17.6% 55 11.1% 5 1.0% 204 41.3%

D08 Clerical/Admin Lower 72 55 76.4% 5 6.9% 16 22.2% 12 16.7% 1 1.4% 34 47.2%

D09 Clerical/Library Upper 63 50 79.4% 0 0.0% 6 9.5% 13 20.6% 1 1.6% 20 31.7%

D10 Clerical/Library Lower 24 15 62.5% 0 0.0% 2 8.3% 6 25.0% 1 4.2% 9 37.5%

D11 Clerical/Medical Upper 316 292 92.4% 32 10.1% 56 17.7% 55 17.4% 4 1.3% 147 46.5%

D12 Clerical/Medical Lower 860 769 89.4% 143 16.6% 196 22.8% 164 19.1% 14 1.6% 517 60.1%

D13 Stores,Mail,Comp,Repro Upper 64 13 20.3% 4 6.3% 18 28.1% 6 9.4% 0 0.0% 28 43.8%

D14 Stores,Mail,Comp,Repro Lower 20 7 35.0% 1 5.0% 5 25.0% 5 25.0% 0 0.0% 11 55.0%

E01 Crafts Managers 35 2 5.7% 1 2.9% 2 5.7% 1 2.9% 1 2.9% 5 14.3%

E02 Crafts Upper 252 8 3.2% 9 3.6% 39 15.5% 15 6.0% 6 2.4% 69 27.4%

E03 Crafts Lower 94 2 2.1% 2 2.1% 18 19.1% 2 2.1% 2 2.1% 24 25.5%

F01 Operatives Managers 27 1 3.7% 0 0.0% 4 14.8% 1 3.7% 1 3.7% 6 22.2%

F02 Operatives Upper 82 4 4.9% 4 4.9% 22 26.8% 9 11.0% 3 3.7% 38 46.3%

F03 Operatives Mid 115 15 13.0% 12 10.4% 35 30.4% 20 17.4% 2 1.7% 69 60.0%

F04 Operatives Lower 63 10 15.9% 5 7.9% 35 55.6% 2 3.2% 0 0.0% 42 66.7%

G01 Unskilled Workers Entry 77 28 36.4% 10 13.0% 21 27.3% 17 22.1% 0 0.0% 48 62.3%

H02 Police, Fire Services Upper 64 9 14.1% 2 3.1% 10 15.6% 5 7.8% 1 1.6% 18 28.1%

H03 Police,Fire,Parking Lower 55 14 25.5% 14 25.5% 9 16.4% 12 21.8% 2 3.6% 37 67.3%

H04 Cleaning Services Upper 35 9 25.7% 6 17.1% 12 34.3% 7 20.0% 1 2.9% 26 74.3%

H05 Cleaning Services Lower/Entry 463 219 47.3% 83 17.9% 112 24.2% 198 42.8% 3 0.6% 396 85.5%

H06 Food Services Upper 239 119 49.8% 46 19.2% 63 26.4% 48 20.1% 4 1.7% 161 67.4%

H07 Food Services Lower 58 35 60.3% 7 12.1% 17 29.3% 7 12.1% 2 3.4% 33 56.9%

Total 14,707 9,860 67.0% 1,021 6.9% 2,008 13.7% 2,733 18.6% 134 0.9% 5,896 40.1%

* Note the Chancellor is included in the workforce composition figures in Table ID but not in the utilization analysis figures in Table IIC, as the position is included in the Affirmative Action Plan maintained by the UC Office of the President.

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VI. AVAILABILITY (41 CFR § 60-2.14), UTILIZATION (41 CFR § 60-2.15), AND PLACEMENT GOALS (41 CFR § 60-2.16)

A. Availability Availability is an estimate of the number of qualified women and minorities

available for employment in a given job group comprised of jobs with similar content, wage rates and opportunities, 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 with a particular job group, this analysis helps establish a benchmark against which the non-student academic and career staff workforce can be compared. When underutilization within a job group is identified, as discussed below, annual percentage placement goals are established.

As required by federal regulations, UC Davis 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 for all academic positions is

national. Considering the broadest possible recruitment area, i.e., the nation, ensures the most diverse pool of qualified applicants. Data sources include Ph.D. production data provided by the UC Office of President, medical faculty data from the American Medical Association, veterinary student and faculty data from the American Veterinary Medical Association, librarian data from the Association of Research Libraries, and J.D. and relevant master's degree production data from the National Center for Education Statistics, U.S. Department of Education.

The reasonable recruitment area for Senior Manager positions and

higher level Management and Senior Professional positions is national, for lower level Management and Senior Professional positions and higher level Professional and Support Staff positions it is regional/statewide, and for the remaining Professional and Support Staff positions it is local/Sacramento City and Sacramento, Yolo and Solano Counties. The reasonable recruitment areas were selected based on previous hiring patterns demonstrating that these areas are the areas in which a diverse pool of qualified applicants are most likely to exist. The primary data source is U.S. Census data.

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2. The percentage of women or minorities among those promotable, transferable, and trainable at UC Davis.

For academic job groups, only Factor 1 is relevant. For staff job groups, UC Davis identifies feeder titles using historical

data and recruitment and compensation expertise within the Human Resources unit, and then obtains the numbers of employees in these potential feeder pools. The selection of the feeder pools is based on identification of job groups in which the most qualified internal candidates are likely to exist. A complete list of the internal pools selected for each job group is available upon request.

UC Davis assigns factor weights to the data sources relevant to the

estimation process. UC Davis regularly analyzes and revises availability statistics, as appropriate.

B. Utilization Utilization analyses compare the percentage of women and minorities

employed in a particular job group with the percentage available in that particular job group in the relevant labor market. When there are fewer women or minorities in a particular job group than would reasonably be expected given their availability, by at least ½ person, underutilization exists.

C. Placement Goals When underutilized job groups are identified, goals must be set equal to

the availability figures for women and minorities in those job groups. Goals serve as objectives reasonably attainable by 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. They 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. In all employment decisions, the University must adhere to nondiscrimination statutes and policies. Placement goals may not be used to supersede merit selection principles.

Table IIA summarizes underutilized academic areas and placement goals

and Table IIB further summarizes the information by only listing those areas where a percentage annual placement goal has been established for academics. Table IIC summarizes underutilized staff areas and placement goals and Table IID further summarizes the information by only listing those areas where a percentage annual placement goal has been established for staff.

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TABLE IIA UNDERUTILIZED AREAS -- ACADEMIC, 2011-2012CATEGORY JOB GROUPING TOTAL

AVAIL AVAIL AVAIL AVAIL AVAIL AVAIL

Ag & Environmental Sciences 222 48 21.6% 42.4% █ 3 1.4% 3.3% █ 10 4.5% 3.8% 15 6.8% 10.3% █ 1 0.5% 0.4% 29 13.1% 17.9% █Biological Sciences 94 26 27.7% 41.5% █ 0 0.0% 2.4% █ 1 1.1% 3.5% █ 9 9.6% 12.8% █ 0 0.0% 0.3% 10 10.6% 19.0% █Engineering 162 26 16.0% 15.3% 3 1.9% 2.7% █ 4 2.5% 3.1% █ 43 26.5% 21.9% 1 0.6% 0.4% 51 31.5% 28.1%

L&S Humanit Arts & Cult Stds 155 86 55.5% 56.6% █ 9 5.8% 3.5% 12 7.7% 6.2% 21 13.5% 4.9% 5 3.2% 0.4% 47 30.3% 15.1%

L&S Math. and Phys. Sci 141 27 19.1% 26.5% █ 0 0.0% 2.4% █ 4 2.8% 3.1% 27 19.1% 12.1% 1 0.7% 0.3% 32 22.7% 17.9%

L&S Social Sciences 163 55 33.7% 47.9% █ 4 2.5% 4.8% █ 12 7.4% 4.5% 15 9.2% 5.6% 0 0.0% 0.6% █ 31 19.0% 15.4%

Professional Schools 74 36 48.6% 49.7% █ 2 2.7% 7.4% █ 5 6.8% 5.0% 18 24.3% 7.4% 0 0.0% 0.7% █ 25 33.8% 20.5%

School of Medicine 183 51 27.9% 33.7% █ 3 1.6% 2.8% █ 4 2.2% 4.0% █ 34 18.6% 13.5% 0 0.0% 0.1% 41 22.4% 20.4%

School of Veterinary Medicine 93 36 38.7% 31.9% 0 0.0% 2.4% █ 1 1.1% 2.3% █ 5 5.4% 7.1% █ 1 1.1% 0.1% 7 7.5% 11.9% █Ag & Environmental Sciences 36 17 47.2% 51.0% █ 1 2.8% 4.2% █ 2 5.6% 5.5% 10 27.8% 8.8% 1 2.8% 0.4% 14 38.9% 19.0%

Biological Sciences 11 5 45.5% 47.6% 1 9.1% 3.3% 1 9.1% 5.0% 1 9.1% 11.5% 0 0.0% 0.2% 3 27.3% 20.1%

Engineering 22 6 27.3% 22.9% 0 0.0% 4.2% █ 1 4.5% 4.6% 7 31.8% 18.5% 0 0.0% 0.3% 8 36.4% 27.6%

L&S Humanit Arts & Cult Stds 33 14 42.4% 58.8% █ 2 6.1% 4.4% 5 15.2% 5.2% 4 12.1% 6.7% 0 0.0% 0.4% 11 33.3% 16.7%

L&S Math. and Phys. Sci 14 5 35.7% 32.6% 0 0.0% 4.0% █ 0 0.0% 4.3% █ 2 14.3% 9.9% 0 0.0% 0.3% 2 14.3% 18.5% █L&S Social Sciences 32 18 56.3% 51.0% 0 0.0% 6.3% █ 1 3.1% 5.5% █ 6 18.8% 5.8% 0 0.0% 0.5% 7 21.9% 18.1%

Professional Schools 13 6 46.2% 54.0% █ 1 7.7% 9.7% 0 0.0% 5.9% █ 5 38.5% 6.9% 0 0.0% 0.7% 6 46.2% 23.2%

School of Medicine 15 6 40.0% 30.3% 0 0.0% 2.0% 3 20.0% 3.4% 4 26.7% 14.5% 0 0.0% 0.1% 7 46.7% 20.0%

School of Veterinary Medicine 15 4 26.7% 31.9% █ 1 6.7% 2.4% 1 6.7% 2.3% 0 0.0% 7.1% █ 0 0.0% 0.1% 2 13.3% 11.9%

Adjunct Professor 78 32 41.0% 37.3% 1 1.3% 3.2% █ 3 3.8% 4.1% 27 34.6% 12.7% 0 0.0% 0.2% 31 39.7% 20.2%

Health Sciences Clinical Professor 243 112 46.1% 35.5% 5 2.1% 3.4% █ 11 4.5% 4.4% 88 36.2% 13.1% 0 0.0% 0.1% 104 42.8% 21.0%

Lecturer SOE/Sr Lecturer SOE 15 6 40.0% 43.6% █ 0 0.0% 4.5% █ 0 0.0% 4.8% █ 1 6.7% 7.1% 0 0.0% 0.4% 1 6.7% 16.8% █Lecturers 318 163 51.3% 52.4% █ 7 2.2% 5.2% █ 14 4.4% 5.7% █ 29 9.1% 7.1% 2 0.6% 0.5% 52 16.4% 18.5% █Professor in Residence 61 18 29.5% 31.9% █ 0 0.0% 2.7% █ 4 6.6% 4.2% 5 8.2% 13.5% █ 1 1.6% 0.1% 10 16.4% 20.5% █Professor of Clinical _ 265 91 34.3% 32.1% 5 1.9% 2.9% █ 11 4.2% 3.9% 66 24.9% 12.4% 1 0.4% 0.1% 83 31.3% 19.3%

Visiting Professor 42 12 28.6% 35.2% █ 0 0.0% 3.7% █ 3 7.1% 4.4% 10 23.8% 10.8% 0 0.0% 0.2% 13 31.0% 19.1%

Postdoctoral Scholar 1,228 595 48.5% 39.5% 18 1.5% 3.2% █ 103 8.4% 4.5% 413 33.6% 11.2% 2 0.2% 0.3% █ 536 43.6% 19.2%

Professional Researcher 144 50 34.7% 36.2% █ 1 0.7% 3.1% █ 6 4.2% 4.2% 35 24.3% 10.8% 0 0.0% 0.2% 42 29.2% 18.4%

Project Scientist 261 101 38.7% 38.1% 6 2.3% 3.1% █ 12 4.6% 4.4% 114 43.7% 12.0% 0 0.0% 0.2% █ 132 50.6% 19.7%

Specialist in Coop. Extension 62 21 33.9% 48.4% █ 0 0.0% 4.1% █ 1 1.6% 5.2% █ 2 3.2% 9.2% █ 0 0.0% 0.3% 3 4.8% 18.8% █Specialist series 82 37 45.1% 39.1% 1 1.2% 3.5% █ 6 7.3% 4.5% 35 42.7% 11.0% 0 0.0% 0.3% 42 51.2% 19.2%

Academic Administrator 62 18 29.0% 44.7% █ 4 6.5% 4.7% 2 3.2% 4.7% █ 4 6.5% 9.5% █ 1 1.6% 0.4% 11 17.7% 19.3% █Academic Coordinator 75 54 72.0% 51.9% 1 1.3% 6.6% █ 6 8.0% 5.4% 5 6.7% 7.9% █ 0 0.0% 0.5% 12 16.0% 20.4% █Continuing Educator/Univ Ext 945 570 60.3% 61.9% █ 59 6.2% 10.7% █ 98 10.4% 6.1% 62 6.6% 6.4% 14 1.5% 0.7% 233 24.7% 23.9%

Librarians 50 34 68.0% 70.7% █ 1 2.0% 4.8% █ 2 4.0% 3.3% 4 8.0% 5.0% 2 4.0% 0.5% 9 18.0% 13.8%

█ Identifies where representation is less than availability and where the number needed for parity is at least ½ person. When these two conditions are met, a placement goal is set.


Am Indian


INCUMBENCY

SUM: NON-WHITE


Research Titles

Tenured Faculty


WOMEN AFRICAN-AM

INCUMBENCY INCUMBENCY INCUMBENCY INCUMBENCY INCUMBENCY

HISPANIC ASIAN

Rev1

TABLE IIB UNDERUTILIZED AREAS ANNUAL PLACEMENT PERCENTAGE GOAL -- ACADEMIC, 2011-12

CATEGORY JOB GROUPING Women African Am Hispanic Asian Am Indian Minorities

Ag & Environmental Sciences 42.4% 3.3% 10.3% 17.9%

Biological Sciences 41.5% 2.4% 3.5% 12.8% 19.0%

Engineering 2.7% 3.1%

L&S Humanit Arts & Cult Stds 56.6%

L&S Math. and Phys. Sci 26.5% 2.4%

L&S Social Sciences 47.9% 4.8% 0.6%

Professional Schools 49.7% 7.4% 0.7%

School of Medicine 33.7% 2.8% 4.0%

School of Veterinary Medicine 2.4% 2.3% 7.1% 11.9%Ag & Environmental Sciences 51.0% 4.2%Biological Sciences

Engineering 4.2%L&S Humanit Arts & Cult Stds 58.8%L&S Math. and Phys. Sci 4.0% 4.3% 18.5%L&S Social Sciences 6.3% 5.5%Professional Schools 54.0% 5.9%School of Medicine

School of Veterinary Medicine 31.9% 7.1%

Adjunct Professor 3.2%

Health Sciences Clinical Professor 3.4%

Lecturer SOE/Sr Lecturer SOE 43.6% 4.5% 4.8% 16.8%

Lecturers 52.4% 5.2% 5.7% 18.5%

Professor in Residence 31.9% 2.7% 13.5% 20.5%

Professor of Clinical _ 2.9%

Visiting Professor 35.2% 3.7%

Postdoctoral Scholar 3.2% 0.3%

Professional Researcher 36.2% 3.1%

Project Scientist 3.1% 0.2%

Specialist in Coop. Extension 48.4% 4.1% 5.2% 9.2% 18.8%

Specialist series 3.5%

Academic Administrator 44.7% 4.7% 9.5% 19.3%

Academic Coordinator 6.6% 7.9% 20.4%

Continuing Educator/Univ Ext 61.9% 10.7%

Librarians 70.7% 4.8%




Research Titles

Tenured Faculty


Rev1

TABLE IIC UNDERUTILIZED AREAS -- STAFF, 2011-12TOTAL



A0A Executive 16 5 31.3% 24.7% 1 6.3% 4.5% 1 6.3% 4.6% 0 0.0% 4.6% █ 0 0.0% 0.6% 2 12.5% 15.0%


A0B MSP Management 450 271 60.2% 35.3% 20 4.4% 6.4% █ 26 5.8% 8.5% █ 43 9.6% 10.0% █ 3 0.7% 1.1% █ 92 20.4% 27.4% █B0A MSP Prof Hlth Related 122 83 68.0% 35.9% 3 2.5% 5.6% █ 5 4.1% 4.2% 14 11.5% 18.5% █ 2 1.6% 1.0% 24 19.7% 31.5% █B0B MSP Prof Non-Hlth Related 68 33 48.5% 10.7% 3 4.4% 1.5% 3 4.4% 2.4% 8 11.8% 7.2% 0 0.0% 0.3% 14 20.6% 12.2%


A01 Officials & Mngrs Upper 93 60 64.5% 39.0% 4 4.3% 3.5% 14 15.1% 8.5% 7 7.5% 13.5% █ 0 0.0% 1.2% █ 25 26.9% 27.5%

A02 Officials & Mngrs Lower 23 19 82.6% 36.3% 4 17.4% 3.1% 1 4.3% 8.0% █ 3 13.0% 12.6% 0 0.0% 1.1% 8 34.8% 25.4%

A30 Nurse Managers 13 12 92.3% 89.4% 1 7.7% 8.7% 1 7.7% 5.0% 1 7.7% 21.7% █ 0 0.0% 1.5% 3 23.1% 38.4% █B01 Student Affairs Upper 104 81 77.9% 64.1% 10 9.6% 19.5% █ 19 18.3% 11.5% 4 3.8% 11.1% █ 2 1.9% 2.1% 35 33.7% 46.1% █B02 Student Affairs Lower 231 182 78.8% 59.0% 20 8.7% 17.1% █ 32 13.9% 12.4% 17 7.4% 10.3% █ 3 1.3% 1.9% █ 72 31.2% 43.5% █B03 Counseling Upper 61 51 83.6% 61.2% 3 4.9% 4.6% 6 9.8% 7.6% 9 14.8% 5.2% 0 0.0% 0.3% 18 29.5% 18.4%

B04 Counseling Lower 94 77 81.9% 66.9% 5 5.3% 15.5% █ 8 8.5% 11.4% █ 9 9.6% 7.6% 0 0.0% 1.5% █ 22 23.4% 37.5% █B05 Communications, Media Upper 82 53 64.6% 49.7% 3 3.7% 6.8% █ 2 2.4% 6.9% █ 6 7.3% 5.2% 1 1.2% 0.9% 12 14.6% 21.0% █B06 Communications, Media Lower 28 18 64.3% 46.9% 0 0.0% 5.2% █ 2 7.1% 7.6% 2 7.1% 5.4% 0 0.0% 1.1% 4 14.3% 20.4% █B07 Admin,Bud,Pers,Acct Upper 890 587 66.0% 44.7% 52 5.8% 5.7% 66 7.4% 5.9% 123 13.8% 9.3% 10 1.1% 2.2% █ 251 28.2% 24.4%

B08 Admin,Bud,Pers,Acct Lower 791 652 82.4% 44.5% 44 5.6% 6.1% █ 118 14.9% 6.1% 109 13.8% 9.3% 7 0.9% 2.3% █ 278 35.1% 25.1%

B10 Computer Science Upper 451 76 16.9% 27.1% █ 17 3.8% 4.2% █ 35 7.8% 4.9% 107 23.7% 25.5% █ 0 0.0% 0.8% █ 159 35.3% 38.3% █B11 Computer Science Lower 197 36 18.3% 27.2% █ 15 7.6% 4.3% 21 10.7% 4.9% 48 24.4% 24.8% █ 0 0.0% 0.8% █ 84 42.6% 37.6%

B13 Arch,Phys Plng,Devl,Engr Upper 176 47 26.7% 30.5% █ 4 2.3% 4.7% █ 3 1.7% 8.8% █ 23 13.1% 22.3% █ 3 1.7% 1.1% 33 18.8% 38.7% █B14 Arch,Phys Plng,Devl,Engr Lower 31 5 16.1% 42.4% █ 0 0.0% 8.0% █ 4 12.9% 17.3% █ 1 3.2% 19.9% █ 2 6.5% 1.6% 7 22.6% 48.8% █B16 Reg Nurses Upper 747 630 84.3% 86.3% █ 28 3.7% 9.3% █ 42 5.6% 5.2% 123 16.5% 20.5% █ 0 0.0% 1.6% █ 193 25.8% 38.3% █B17 Reg Nurses Lower/Entry 1,522 1,299 85.3% 89.4% █ 52 3.4% 8.7% █ 125 8.2% 5.0% 470 30.9% 21.7% 5 0.3% 1.5% █ 652 42.8% 38.5%

B18 Sciences Lab, Field Upper 495 290 58.6% 46.0% 20 4.0% 4.3% █ 41 8.3% 5.8% 109 22.0% 30.6% █ 0 0.0% 0.7% █ 170 34.3% 42.6% █B19 Sciences Lab, Field Mid 413 273 66.1% 43.5% 7 1.7% 3.6% █ 37 9.0% 5.2% 97 23.5% 30.9% █ 2 0.5% 0.7% █ 143 34.6% 41.0% █B21 Sciences Lab, Field Lower/Entry 203 152 74.9% 50.2% 7 3.4% 8.7% █ 24 11.8% 7.8% 62 30.5% 24.6% 1 0.5% 1.1% █ 94 46.3% 43.1%

B22 Clinical Lab Technl Upper 49 27 55.1% 64.1% █ 0 0.0% 11.2% █ 5 10.2% 8.4% 13 26.5% 31.9% █ 0 0.0% 1.1% █ 18 36.7% 55.7% █B23 Clinical Lab Technl Lower 111 87 78.4% 64.1% 3 2.7% 11.2% █ 8 7.2% 8.4% █ 41 36.9% 31.9% 1 0.9% 1.1% 53 47.7% 55.7% █B24 Ther & Vet Svcs Upper 131 81 61.8% 50.1% 3 2.3% 7.9% █ 7 5.3% 4.4% 47 35.9% 32.6% 0 0.0% 0.3% 57 43.5% 49.3% █B25 Ther & Vet Svcs Lower 86 56 65.1% 69.7% █ 1 1.2% 3.1% █ 2 2.3% 4.6% █ 11 12.8% 9.3% 1 1.2% 0.4% 15 17.4% 18.4%

B26 Dietary Services 45 37 82.2% 81.9% 3 6.7% 0.3% 6 13.3% 4.1% 2 4.4% 9.0% █ 0 0.0% 2.6% █ 11 24.4% 16.1%

B27 Professionals, Other 9 5 55.6% 66.0% █ 1 11.1% 11.2% 3 33.3% 9.6% 2 22.2% 8.1% 0 0.0% 1.3% 6 66.7% 31.4%

B28 Administrative Specialists 95 85 89.5% 42.9% 8 8.4% 5.8% 23 24.2% 5.6% 6 6.3% 9.2% █ 0 0.0% 2.4% █ 37 38.9% 24.3%

C01 Health Technicians 191 152 79.6% 53.2% 4 2.1% 9.8% █ 23 12.0% 16.0% █ 10 5.2% 13.6% █ 0 0.0% 1.8% █ 37 19.4% 42.2% █C02 Non-Health Technicians 81 56 69.1% 55.3% 2 2.5% 9.7% █ 12 14.8% 10.9% 6 7.4% 5.7% 0 0.0% 0.8% █ 20 24.7% 28.8% █C03 Hosp, Lab, Pat Techs Upper 379 277 73.1% 75.1% █ 54 14.2% 11.0% 72 19.0% 12.8% 95 25.1% 13.7% 5 1.3% 1.2% 226 59.6% 40.4%

C04 Hosp, Lab, Pat Techs Lower 247 163 66.0% 64.6% 31 12.6% 9.2% 34 13.8% 10.6% 72 29.1% 10.9% 5 2.0% 1.0% 142 57.5% 33.2%

C05 Spec Hosp,Rad Techs Upper 193 121 62.7% 45.8% 13 6.7% 6.1% 12 6.2% 5.9% 40 20.7% 7.0% 2 1.0% 1.4% █ 67 34.7% 22.1%

C06 Spec Hosp,Rad Techs Mid 245 115 46.9% 49.2% █ 18 7.3% 6.1% 25 10.2% 5.4% 47 19.2% 9.6% 3 1.2% 1.5% █ 93 38.0% 24.4%


HISPANIC ASIAN AM INDIANWOMEN AFRICAN-AM

INCUMBENCY

SUM: NON-WHITE

INCUMBENCY INCUMBENCY INCUMBENCYINCUMBENCY INCUMBENCY

Rev1

TOTAL


HISPANIC ASIAN AM INDIANWOMEN AFRICAN-AM

INCUMBENCY

SUM: NON-WHITE

INCUMBENCY INCUMBENCY INCUMBENCYINCUMBENCY INCUMBENCY

C07 Spec Hosp,Rad Tech Lower/Entry 78 47 60.3% 52.4% 8 10.3% 7.1% 12 15.4% 9.1% 15 19.2% 11.8% 1 1.3% 1.7% 36 46.2% 31.4%

C08 Vocational Nurses 95 82 86.3% 88.6% █ 9 9.5% 24.6% █ 12 12.6% 8.2% 16 16.8% 20.3% █ 0 0.0% 2.8% █ 37 38.9% 59.9% █C09 Program Coordinators 303 276 91.1% 59.6% 15 5.0% 10.9% █ 84 27.7% 11.1% 28 9.2% 6.3% 4 1.3% 0.3% 131 43.2% 30.2%

C10 Sci, Lab Assts Upper 161 104 64.6% 58.4% 3 1.9% 10.8% █ 23 14.3% 11.5% 24 14.9% 24.3% █ 2 1.2% 0.9% 52 32.3% 49.3% █C11 Sci, Lab Assts Lower/Entry 192 103 53.6% 59.2% █ 3 1.6% 10.9% █ 39 20.3% 11.1% 17 8.9% 25.4% █ 2 1.0% 0.9% 61 31.8% 50.2% █C12 Engr, Elec, Sci Techs Upper 72 4 5.6% 7.4% █ 3 4.2% 1.7% 10 13.9% 18.4% █ 9 12.5% 7.5% 0 0.0% 0.6% 22 30.6% 29.5%

C13 Engr, Elec Sci Techs Lower 28 1 3.6% 14.9% █ 1 3.6% 4.4% 4 14.3% 23.8% █ 6 21.4% 17.6% 0 0.0% 1.0% 11 39.3% 49.3% █C14 Arts & Graphics Techs Upper 19 12 63.2% 61.0% 0 0.0% 8.4% █ 2 10.5% 11.1% 6 31.6% 7.3% 1 5.3% 1.8% 9 47.4% 30.9%

C15 Arts & Graphics Techs Lower 8 3 37.5% 63.8% █ 0 0.0% 7.4% █ 2 25.0% 10.3% 0 0.0% 7.3% █ 0 0.0% 2.2% 2 25.0% 29.6%

C16 Interpreters 28 19 67.9% 28.2% 0 0.0% 6.0% █ 8 28.6% 8.5% 8 28.6% 5.5% 0 0.0% 1.1% 16 57.1% 21.8%

C17 Computer Resources & Operations 64 15 23.4% 34.6% █ 5 7.8% 7.4% 6 9.4% 11.3% █ 14 21.9% 11.2% 0 0.0% 1.2% █ 25 39.1% 32.1%

D04 Sec,Typists,Clerks Lower 13 9 69.2% 80.3% █ 3 23.1% 13.6% 2 15.4% 16.6% 2 15.4% 12.8% 0 0.0% 1.6% 7 53.8% 46.6%

D06 Clerical/Admin Upper 910 821 90.2% 93.4% █ 64 7.0% 9.1% █ 151 16.6% 11.5% 141 15.5% 8.8% 12 1.3% 1.7% █ 368 40.4% 33.3%

D07 Clerical/Admin Mid 494 433 87.7% 93.8% █ 57 11.5% 9.2% 87 17.6% 11.5% 55 11.1% 8.8% 5 1.0% 1.7% █ 204 41.3% 33.4%

D08 Clerical/Admin Lower 72 55 76.4% 89.6% █ 5 6.9% 10.7% █ 16 22.2% 10.4% 12 16.7% 9.7% 1 1.4% 1.9% 34 47.2% 34.5%

D09 Clerical/Library Upper 63 50 79.4% 81.6% █ 0 0.0% 6.3% █ 6 9.5% 10.3% 13 20.6% 17.2% 1 1.6% 1.2% 20 31.7% 37.5% █D10 Clerical/Library Lower 24 15 62.5% 83.1% █ 0 0.0% 6.9% █ 2 8.3% 10.9% █ 6 25.0% 16.9% 1 4.2% 1.2% 9 37.5% 37.4%

D11 Clerical/Medical Upper 316 292 92.4% 83.1% 32 10.1% 11.3% █ 56 17.7% 16.2% 55 17.4% 13.0% 4 1.3% 1.6% █ 147 46.5% 43.8%

D12 Clerical/Medical Lower 860 769 89.4% 92.5% █ 143 16.6% 9.7% 196 22.8% 12.0% 164 19.1% 9.5% 14 1.6% 1.7% █ 517 60.1% 35.5%

D13 Stores,Mail,Comp,Repro Upper 64 13 20.3% 37.9% █ 4 6.3% 9.5% █ 18 28.1% 14.0% 6 9.4% 11.1% █ 0 0.0% 1.9% █ 28 43.8% 38.3%

D14 Stores,Mail,Comp,Repro Lower 20 7 35.0% 48.3% █ 1 5.0% 14.1% █ 5 25.0% 16.5% 5 25.0% 15.1% 0 0.0% 2.0% 11 55.0% 50.5%

E01 Crafts Managers 35 2 5.7% 13.4% █ 1 2.9% 17.9% █ 2 5.7% 9.3% █ 1 2.9% 9.2% █ 1 2.9% 1.8% 5 14.3% 40.7% █E02 Crafts Upper 252 8 3.2% 2.3% 9 3.6% 4.4% █ 39 15.5% 12.7% 15 6.0% 3.4% 6 2.4% 1.4% 69 27.4% 23.0%

E03 Crafts Lower 94 2 2.1% 3.2% █ 2 2.1% 4.9% █ 18 19.1% 17.1% 2 2.1% 8.2% █ 2 2.1% 3.0% █ 24 25.5% 34.3% █F01 Operatives Managers 27 1 3.7% 7.7% █ 0 0.0% 19.0% █ 4 14.8% 19.8% █ 1 3.7% 5.8% █ 1 3.7% 0.6% 6 22.2% 45.8% █F02 Operatives Upper 82 4 4.9% 7.1% █ 4 4.9% 9.4% █ 22 26.8% 23.6% 9 11.0% 6.8% 3 3.7% 1.5% 38 46.3% 43.5%

F03 Operatives Mid 115 15 13.0% 11.3% 12 10.4% 8.7% 35 30.4% 28.0% 20 17.4% 7.4% 2 1.7% 1.8% 69 60.0% 48.1%

F04 Operatives Lower 63 10 15.9% 11.2% 5 7.9% 8.7% 35 55.6% 37.6% 2 3.2% 8.7% █ 0 0.0% 1.3% █ 42 66.7% 58.1%

G01 Unskilled Workers Entry 77 28 36.4% 61.6% █ 10 13.0% 10.2% 21 27.3% 27.7% 17 22.1% 12.1% 0 0.0% 1.1% █ 48 62.3% 53.0%

H02 Police, Fire Services Upper 64 9 14.1% 13.7% 2 3.1% 12.4% █ 10 15.6% 8.6% 5 7.8% 7.3% 1 1.6% 1.6% 18 28.1% 32.1% █H03 Police,Fire,Parking Lower 55 14 25.5% 10.1% 14 25.5% 9.8% 9 16.4% 5.5% 12 21.8% 11.1% 2 3.6% 1.5% 37 67.3% 28.4%

H04 Cleaning Services Upper 35 9 25.7% 28.9% █ 6 17.1% 9.2% 12 34.3% 25.5% 7 20.0% 16.6% 1 2.9% 0.6% 26 74.3% 53.2%

H05 Cleaning Services Lower/Entry 463 219 47.3% 26.7% 83 17.9% 16.2% 112 24.2% 28.4% █ 198 42.8% 12.2% 3 0.6% 1.3% █ 396 85.5% 60.3%

H06 Food Services Upper 239 119 49.8% 51.0% █ 46 19.2% 9.5% 63 26.4% 26.6% █ 48 20.1% 16.2% 4 1.7% 1.5% 161 67.4% 56.5%

H07 Food Services Lower 58 35 60.3% 62.8% █ 7 12.1% 9.4% 17 29.3% 24.4% 7 12.1% 12.2% 2 3.4% 1.0% 33 56.9% 49.2%

█ Identifies where representation is less than availability and where the number needed for parity is at least ½ person.

When these two conditions are met, a placement goal is set.

Rev1

TABLE IID UNDERUTILIZED AREAS ANNUAL PLACEMENT PERCENTAGE GOAL -- STAFF, 2011-12

Job Group Female Black Hispanic AsianAmerican

IndianMinorities


A0A Executive 22.2% 4.1% 4.1%


A0B MSP Management 6.5% 8.5% 9.9% 1.1% 27.3%

B0A MSP Prof Hlth Related 5.8% 18.9% 32.1%

B0B MSP Prof Non-Hlth Related 27.6% 5.7% 13.5% 25.8%


A01 Officials & Mngrs Upper 14.2% 1.2% 28.9%

A02 Officials & Mngrs Lower 14.9% 30.1%

A30 Nurse Managers 89.4% 21.7% 38.4%

B01 Student Affairs Upper 19.5% 11.1% 46.1%

B02 Student Affairs Lower 17.2% 10.3% 1.9% 43.6%

B03 Counseling Upper

B04 Counseling Lower 14.7% 11.0% 1.4% 35.5%

B05 Communications, Media Upper 6.8% 7.0% 21.5%

B06 Communications, Media Lower 5.5% 20.4%

B07 Admin,Bud,Pers,Acct Upper 6.1% 2.3%

B08 Admin,Bud,Pers,Acct Lower 6.3% 2.3%

B10 Computer Science Upper 27.1% 4.2% 25.5% 0.8% 38.3%

B11 Computer Science Lower 27.2% 0.8%

B13 Arch,Phys Plng,Devl,Engr Upper 30.4% 4.7% 8.8% 22.3% 38.7%

B14 Arch,Phys Plng,Devl,Engr Lower 43.9% 7.7% 16.9% 20.0% 48.2%

B16 Reg Nurses Upper 86.6% 9.4% 20.6% 1.6% 38.4%


B17 Reg Nurses Lower/Entry 89.4% 8.7% 1.5%

B18 Sciences Lab, Field Upper 4.2% 30.9% 0.7% 42.6%

B19 Sciences Lab, Field Mid 3.7% 30.6% 0.7% 41.1%

B21 Sciences Lab, Field Lower/Entry 7.8% 1.0%

B22 Clinical Lab Technl Upper 64.1% 11.2% 31.9% 1.1% 55.7%

B23 Clinical Lab Technl Lower 11.2% 8.4% 55.7%

B24 Ther & Vet Svcs Upper 7.6% 4.2% 48.6%

B25 Ther & Vet Svcs Lower 71.6% 3.0% 4.5% 18.1%

B26 Dietary Services 9.2% 2.5%

B27 Professionals, Other 65.3% 12.8%

B28 Administrative Specialists 2.4%

C01 Health Technicians 9.8% 15.9% 13.4% 1.8% 41.9%

C02 Non-Health Technicians 9.8% 5.7% 0.7% 29.0%

C03 Hosp, Lab, Pat Techs Upper 75.8%

C04 Hosp, Lab, Pat Techs Lower

C05 Spec Hosp,Rad Techs Upper

C06 Spec Hosp,Rad Techs Mid 49.8% 1.5%

C07 Spec Hosp,Rad Tech Lwr/Entry

C08 Vocational Nurses 88.6% 24.6% 20.3% 2.8% 59.9%

C09 Program Coordinators 11.1%

C10 Sci, Lab Assts Upper 10.8% 24.2% 49.1%

Rev1

TABLE IID UNDERUTILIZED AREAS ANNUAL PLACEMENT PERCENTAGE GOAL -- STAFF, 2011-12

Job Group Female Black Hispanic AsianAmerican

IndianMinorities

C11 Sci, Lab Assts Lower/Entry 59.3% 10.9% 25.5% 50.2%

C12 Engr, Elec, Sci Techs Upper 8.4% 18.2% 0.8%

C13 Engr, Elec, Sci Techs Lower 13.3% 25.2% 15.8% 48.2%

C14 Arts & Graphics Techs Upper 8.9%

C15 Arts & Graphics Techs Lower 64.0% 7.4%

C16 Interpreters 6.0%

C17 Computer Resources & Ops 34.6% 11.3% 1.2%

D04 Sec,Typists,Clerks Lower 80.3%

D06 Clerical/Admin Upper 92.9% 9.1% 1.7%

D07 Clerical/Admin Mid 93.9% 1.7%

D08 Clerical/Admin Lower 89.1% 10.9% 2.0%

D09 Clerical/Library Upper 81.4% 6.2% 10.2% 1.2% 37.6%

D10 Clerical/Library Lower 83.1% 6.9%

D11 Clerical/Medical Upper 11.3% 1.6%

D12 Clerical/Medical Lower 92.5% 1.7%

D13 Stores,Mail,Comp,Repro Upper 38.1% 9.4% 2.0%

D14 Stores,Mail,Comp,Repro Lower 48.6% 14.0%

E01 Crafts Managers 13.4% 17.9% 9.3% 9.2% 40.7%

E02 Crafts Upper 4.3%

E03 Crafts Lower 3.1% 4.8% 8.3% 3.0% 34.3%

F01 Operatives Managers 7.7% 19.0% 19.8% 5.8% 45.8%

F02 Operatives Upper 7.2% 9.4%

F03 Operatives Mid

F04 Operatives Lower 8.6% 8.6% 1.3%

G01 Unskilled Workers Entry 61.2% 1.1%

H02 P li Fi S i U 13 5% 12 3%H02 Police, Fire Services Upper 13.5% 12.3%

H03 Police, Fire Services Lower

H04 Cleaning Services Upper 29.0%

H05 Cleaning Services Lower/Entry 28.4% 1.3%

H06 Food Services Upper 50.9% 26.7%

H07 Food Services Lower 62.6%

Rev1

32

VII. INTERNAL AUDIT AND REPORTING SYSTEMS [41 CFR § 60-2.17(d)]

A. Reports

In compliance with federal regulations and University policy, an internal monitoring and reporting system that reports on workforce and personnel actions is used in reviewing and setting goals and to measure the effectiveness of the total affirmative action program. The Office of the Vice Provost--Academic Affairs reviews information on recruitment and selection, advancement, and separation on a regular basis. The Affirmative Action Data Coordinator assembles and analyzes data to support the monitoring of the Affirmative Action Personnel Program.

The reporting system has been broadly classified into academic and staff personnel and into job groups within those broad classifications. Those job groups are monitored by performing an annual utilization analysis and by reviewing changes that occur in those groups from recruitment and selection, advancement, and separation.

B. Review of Data on Personnel Actions

1. Recruitment and Selection

a. Academic

Reports that indicate the gender and ethnicity of all applicants, who were considered, and of all appointees, for whom such information is available, are prepared annually in accordance with federal law. Information on veteran and disability status of employees is also reported when available. These reports are used to evaluate progress and identify problem areas in meeting affirmative action goals and objectives and achieving diversity in academic positions. This information is distributed to the deans of schools and colleges.

b. Staff

Reports that indicate the gender and ethnicity of all nonacademic applicants, who were considered, and of all appointees, for whom such information is available, are prepared annually in accordance with federal law. Information on veteran and disability status of employees is also reported when available. These reports are used to evaluate progress and identify problem areas. .

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2. Advancement

a. Academic

Promotions and Merit Increases - The Office of the Vice Provost--Academic Affairs collects data on promotions and merit increases to review for relative achievement of women and minorities.

b. Staff

Upward Reclassification - Summaries of upward reclassification actions are compiled by the Classification and Compensation Unit.

Promotion – A promotion is the selection of an employee through an open recruitment process for a position that has a higher range maximum than the employee’s previous position. Recruitments resulting in a promotion are collected as part of the recruitment process, are coded as promotions, and are analyzed as a subgroup of the recruitment process.

Transfer - A transfer is a reassignment of an employee to another position in the same classification or in a different classification with the same salary range maximum. When an employee is selected through an open recruitment process for a position that has the same range maximum as the employee's previous position, the affirmative action review is included with the review of recruitment and selection analyses.

3. Compensation a. Academic

In order to establish a fair and orderly method for determining compensation, a salary structure has been devised for academic employees, which corresponds to each appointee’s rank and step. The academic salary scales are established by the Board of Regents, issued by Systemwide Administration, and distributed to the chancellors. The salary scales effective October 1, 2012, are available via the Internet http://www.ucop.edu/acadpersonnel/1112/). When an appointee is due for a review of a merit or promotion (usually every two or three years), the process involved includes reviews by one or more of the following: the department, the dean, College/School Faculty Personnel

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Committees, the Academic Senate’s Committee on Academic Personnel (CAP), the Vice Provost – Academic Affairs, and the Provost and Chancellor, as appropriate. If the advancement action is successful, the appointee will receive an increase according to the established salary scale.

b. Staff

The University conducts an annual compensation analysis for UCD career staff, comparing the average salary from the labor market to the average salary of existing employees. The analysis compares women to men and minorities to non-minorities within the same job group.

All job classifications have a specific range of salary compensation, based on category and level. Experience, level of education, and additional training may be considered in starting salary offers that fall within the set ranges. Increases after employment are based on job performance evaluations, equity adjustments, and merit reviews, subject to the state budget and, for represented employees, union negotiations.

4. Separation

a. Academic

Separations include resignations, terminations and releases, expiration of a limited and contract appointment period, layoff, and retirement. The Office of the Vice Provost--Academic Affairs collects and reviews the data on separations.

b. Staff

Separations include resignations, terminations, expiration of a limited appointment period, layoff, and retirement. The University collects and reviews data on separations occurring within job groups.

5. Training Program

The Staff Development and Professional Services Office maintains records on the composition of staff employees taking training courses. The Office of the Vice Provost Academic Affairs maintains data on attendees of training and development courses they provide for academic appointees.

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VIII. IDENTIFICATION OF PROBLEM AREAS [41 CFR § 60-2.17(b)]

In compliance with Section 60-2.17(b) of the regulations, an in-depth analysis of the employment process is conducted to identify any potential problem areas. This analysis includes a review of utilization of women and minorities in the workforce; a review of personnel activities and procedures including applicant flow, new hires, terminations, and promotions, to determine if they result in disparities in the employment or advancement of women or minorities; and a review of compensation systems. Broad and inclusive outreach/recruitment activities are undertaken in effort to remedy identified underutilization, and action-oriented programs designed to correct any identified problem areas are developed and executed (See Sections IX and X). Appropriate corrective action is taken, if deemed necessary, to correct an identified problem area.

A. Academic

1. Underutilization

The goals established from the utilization analysis by academic group are distributed to the deans by the Affirmative Action Data Coordinator. This information is available to the departments. Goals are set at the departmental level for academic personnel so that responsibility for affirmative action efforts is clearly placed with the units undertaking recruitment. At the time a faculty search is initiated, the search committee chair is provided with current hiring goals for that position to share with the committee and utilize in the search process including creation of a search plan aimed at increasing chances of having a more diverse applicant pool.

Each year following the October 31 reporting date, there is a discussion of progress and an identification of problem areas regarding employment of underrepresented minorities and women in academic positions, and strategies are planned to further goal achievement. The analysis shows an overall increase towards diversifying the academic workforce though hiring goals, the continuing promotion, and retention efforts for, women and minorities. Units showing troubling trends are informed and are directed towards improving their situation. The findings of the underutilization analyses are summarized in Tables IIA and IIB. Section IX.A of the plan discusses additional actions undertaken to address the findings.

2. Applicant Flow

Academic searches begin with a diverse search committee that are tasked with creating a written search plan, the search plan should include the underutilization and availability of women and minorities in the field, the methods of recruitment and advertising, the position

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description, and the criteria to be used in selecting candidates. The position is broadly advertised with additional proactive outreach efforts in order to reach a broad range of eligible candidates. Once applications are received the diversity of the pool is analyzed, if recruitment and outreach efforts are found to have been inadequate then the search can be reopened. Once a list of candidates to interview has been developed the Dean of the unit reviews an interim recruitment report to see if the recruiting committee and department are following best practices. The Dean is also required to approve any final selection and to review the entire process. After the search process is complete the Office of Academic Affairs conducts a final review and uses the information in reporting to the Provost and to the Vice Provost of Academic Affairs any areas of concern in the academic recruiting process. The review is performed by comparing availability data with the hiring rate, interview rate, and applicant rate for successful academic recruitments by Division. A review of 2012 academic hires indicated no concerns in the areas where a significant number of hires occurred. Further review and analysis will be conducted to determine if problems actually exist and if best practice procedures are being followed. To the extent that the results of this review and analysis suggest that corrective action is warranted, the campus will take appropriate action via assessment of Dean’s and Chair’s performance and allowance of permission to recruit tenured faculty.

3. Promotions

For academic appointees, a promotion is defined as an advancement from one rank to a higher rank within the same academic title series (APM 220-8.c., http://www.ucop.edu/academic-personnel/_files/apm/apm-220.pdf). In 2011-12 there were 177 promotion actions including 59 women and 57 minorities, 7 of the actions were not approved. Of the 7 not approved, two were female and five were men. Two were minorities, of which one was a woman; five were Caucasian/unknown, of which one was a woman. The ratio of women who were denied promotions was low than the overall ratio in the promotion pool, the ratio of minorities was also lower than expected.

4. Separations

Academic terminations are reviewed by analyzing the gender and ethnicity of faculty who have left during the last year. During the period from 11/1/2011 through 10/31/2012 there were 12

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separations (voluntary and involuntary combined), six were female and three were minorities. Due to the small pool no meaningful analysis can be performed.

5. Compensation

Annual compensation analysis is performed using three different perspectives, salary based on the time a faculty person has been at UC Davis, a person’s Offscale component, and the rate at which merit/promotions are denied. At the time of a normal promotion and merit review, the UC Davis Committee on Academic Personnel reviews the rank and step of the individual in terms of equity of academic achievement in order to identify and remedy potential areas of concern through the rank and step process. In addition, a faculty member has an option of initiating a Career Equity Review process to self-identify a possible lag in advancement at the time of appointment or over the multiple years of their career. For additional information, see: http://academicpersonnel.ucdavis.edu/attachments/Career_Equity_Review_Process.pdf

B. Staff

1. Underutilization

Both the campus and the UCDHS Human Resources Offices use the goals determined from the staff utilization analysis to assist departments in the recruiting process. Goals are set at the campus level for staff personnel to reflect the overall recruitment responsibility assigned hiring authorities with support and guidance from the central Employment/Outreach Unit. Where there is a goal established for an open position, the Employment/Outreach Programs of the Division of Human Resources in collaboration with departments make inclusive outreach efforts, including those specifically designed to reach qualified minorities and women. Each year following the October 31 reporting date, there is an identification of problem areas regarding employment of staff employees, and strategies are planned to further goal achievement. An analysis of the past year’s hiring trends shows the university improving diversity in multiple areas. The findings of the utilization analyses are summarized in Tables IIC and IID. Section IX.B of the plan discusses actions undertaken to address the findings.

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2. Applicant Flow

UC Davis and UCDHS attempt to collect race and gender information from all job applicants for all job groups, using a voluntary Supplemental Application section, which is provided to everyone who applies for a position. An analysis of hiring data was conducted to ascertain if minority and women candidates are applying, being interviewed, and hired at a rate comparable to their labor market availability. Concern was indicated in the areas of hiring women in Job Groups B10, B11, C11, C17, D13, and D14, and minorities in Job Groups A01, B05, B06, B16, B24, C01, and C08. In all cases the issue appeared in the applicant stage of the hiring process. In an effort to ensure that the pool of applicants reflect availability, we will be working more closely with community-based organizations and continuing our inclusive outreach efforts to attain a diverse pool of qualified applicants.

3. Promotions

An analysis of promotions was conducted to ensure that upward movement of female and minority employees is not occurring at a rate inconsistent with that of male and non-minority employees, respectively. Selection disparities are noted when the shortfall is equal to or greater than one person. Overall the promotion rate of women was above the expected rate and minorities were promoted at the expected rate. Meaningful analysis by Job Group was not possible due to the low number of promotions in each group.

4. Separations

Staff separations are analyzed by reviewing the gender and ethnicity of staff personnel who voluntarily and involuntarily left during the one year period prior to the official October 31st snapshot by comparing the makeup of staff job groups to the makeup of separations. In those areas where a statistically significant group of separations occurred issues were found among minorities in Job Groups B0A, B19 and C11, no issues were found among women.

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5. Compensation

A compensation analysis for career staff was performed, comparing the average monthly salary for women to that of men and the average for minorities to that of white employees within the same job group. All job classifications have a specific range of salary compensation, based on category and level. Experience, level of education, and additional training may be considered in starting salary offers that fall within the set ranges. Increases after employment are based on job performance evaluations, equity issues, and merit reviews, subject to the state budget and, for represented employees, union negotiations. The University will identify where disparities exist and determine how to remedy those disparities.

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IX. ACTION-ORIENTED PROGRAMS FOR FACULTY AND STAFF [41 CFR § 60- 2.17(c)]

The campus has developed and implemented a number of action-oriented programs designed to correct underutilization of minorities and women, and any other problem areas identified in the Plan. Examples of action-oriented programs for faculty and staff are described below.

A. Academic Programs

1. Faculty Development Awards

This program encourages scholarly attainment by faculty members whose heavy involvement in University service has significantly impeded their progress in research or other creative activity. "Service overload" is experienced by many faculty members who are sought out for extensive committee service or student advising because of the limited number of such faculty members. Department chairs and deans are asked to monitor faculty workload in order to recognize cases of overload. This program releases award recipients from teaching and service responsibilities for one academic quarter or provides summer salary support, thereby allowing them to give undivided attention to their scholarly work. Central campus funds are provided for replacement teaching instructors.

Chairs are encouraged to make sure faculty are aware of the existence of Faculty Development Awards and to bring worthy candidates to the attention of the Vice Provost--Academic Affairs.

2. Faculty Development Workshops

Faculty Development Workshops are intended to acquaint all junior faculty members with the academic personnel review process, emphasizing the steps necessary for them to develop in the areas of teaching, research, and service. Special efforts are made to ensure that all junior faculty members attend. Newly appointed department chairs are required to participate in a 2 day New Chairs Workshop to acquaint them with important aspects of the Chair role, including the importance of mentoring and supporting junior faculty members including maintaining a work and learning environment free of discrimination.

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3. Partner Placement Services Assistance Through its Partner Opportunity Program, the Office of the Vice

Provost--Academic Affairs offers placement assistance in locating employment to partners or spouses of newly recruited faculty and faculty who are being retained. More information is available at: http://popprogram.ucdavis.edu.

4. Work Life Program Since 2003, the Office of the Vice Provost – Academic Affairs has

offered a work life program that provides central funding for those faculty members who have children (through birth, adoption or foster placement) to cover replacement teaching while they are out on leave or modified duties. The program also provides junior faculty with the option of extending the tenure clock for an additional year for each birth/adoption/placement of a child (two-year limit). Additionally, in 2006/2007, the program created a faculty advisors group. This group is composed of volunteer faculty members who have utilized the program or are strong supporters of the program. More information is available at: http://academicpersonnel.ucdavis.edu/worklife.

B. Staff Programs

1. Management Skills Assessment Program

The Davis campus participates in the Management Skills Assessment Program, which was started as a University wide program in 1978 to provide an opportunity for all eligible staff employees to identify work-related strengths and areas for improvement. The program is designed to increase job effectiveness, provide a basis for career planning, and help employees become more competitive for management level positions. Some financial assistance is available to attend this program.

2. Fee Payments for Career-Related Courses

Employees seeking to enhance their career opportunities through course training may apply for up to $500 during an academic year to cover course fees for courses offered by UC, University Extension, and other training institutions.

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3. Career Mobility Programs

Different programs are offered to assist employees with their career development. Examples include the Career Catalyst brown bag series, and individual career counseling.

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X. ACTION-ORIENTED PROGRAMS -- OUTREACH AND CAMPUS ACTIVITIES

41 CFR § 60-2.17(c)]

UC Davis supports a wide variety of programs, including those that reach out to women and minorities, and are open to all members of the community. The following are examples.

A. Employment/Outreach Programs

The Employment/Outreach program staff is involved in communicating with surrounding communities about employment opportunities at UC Davis.

1. Cooperative Programs

The Employment/Outreach program staff works with the State Department of Employee Development to expand the distribution of job announcements. The University also participates in special employment programs, e.g., Veteran's Emergency Training Act (VET).

2. Community and Constituent Group Liaison

The Employment/Outreach program staff works to develop liaisons with community and constituent groups. This includes contacting external agencies and professional organizations to establish a rapport important to increasing the visibility and image of the University.

B. Cultural Activities, Workshops, and Distinguished Visitors

Other efforts that enhance affirmative action efforts on the campus are cultural activities, workshops, and distinguished visitors programs. The Diversity Education Program is one example of an educational program to improve understanding the variety of differences that all employees bring with them and the impact of these differences on the campus community. Cultural Days Programs focus attention on specific ethnic groups and attract many minorities and other community members to the campus. The presence of these programs is supportive of the recruitment and retention efforts of the campus. Soaring to New Heights addresses the importance of enhancing diversity and promoting understanding of different cultures. This program includes recognitions of employees who have been selected to receive Diversity Awards.

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Disability Awareness Week addresses the successful integration of individuals with disabilities into the workplace. Events focus on the accomplishments of individuals with disabilities. Other events and workshops include distinguished speakers and visitors who are in fields that have been traditionally underrepresented and who provide positive role models.

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XI. SEX DISCRIMINATION GUIDELINES [41 CFR § 60-20]

The University of California, Davis, in keeping with its policy of equal employment opportunity for all persons, has taken the following steps to assure that sex discrimination is not present in its personnel practices.

A. Assures that no job is restricted by gender. Advertisements do not list a

gender preference, and state that Davis is an "Equal Opportunity/Affirmative Action Employer."

B. Takes affirmative action to encourage applications from women in areas in

which they have been underrepresented.

C. Assures that personnel policies do not discriminate against employees on the basis of gender.

D. Provides equal opportunity for both men and women applicants and

employees for any available position they are qualified to fill. Wages, hours, conditions of employment, pensions, recreational programs, and all other benefits (including employer contributions to benefits) are administered without regard to gender.

E. Treats persons married or unmarried equally in all personnel actions and

with no distinctions based on gender. Similarly, makes no gender distinctions with regard to age or number of small children.

F. Grants employees a leave (pregnancy, disability, family, etc.) as provided

in policy regardless of gender and/or marital status in accordance with applicable law.

G. Establishes lines of seniority and lists without regard to gender.

H. Assures that mandatory or optional retirement age does not differentiate

on the basis of gender.

I. Assures appropriate physical facilities for both genders.

J. Administers wage and compensation program equally for both genders performing duties of the same content and responsibility.

K. Administers training programs without regard to gender.

L. Implements policies and procedures to eliminate sexual harassment. M. Maintains a sexual harassment education program.

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XII. GUIDELINES ON DISCRIMINATION BECAUSE OF RELIGION OR NATIONAL ORIGIN [41 CFR § 60.50]

It is the University's policy to provide equal opportunity for all applicants and employees without regard to religious beliefs or national origin. The policy is available to all employees through the University’s web site. Recruitment sources are sought without consideration of religion and national origin. No employment decision is based on an individual's religion or national origin. The University will make every effort to accommodate religious observances and practices of prospective employees or employees where accommodation can be accomplished without causing undue hardship on the conduct of its business.

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XIII. AFFIRMATIVE ACTION PERSONNEL PROGRAM FOR INDIVIDUALS WITH DISABILITIES, AND COVERED VETERANS [41 CFR §60-741.44, 41 CFR §60-250.44, and 41 CFR §60-300.44]

The University of California, Davis, administers its affirmative action policies for individuals with disabilities and covered veterans according to the University of California Nondiscrimination and Affirmative Action Policy Regarding Academic and Staff Employment. The goal of the policy is to ensure equal employment opportunity for qualified individuals with disabilities and covered veterans in all aspects of employment. The University makes reasonable accommodation for both applicants and employees with disabilities. The University has enacted procedures to implement the policy.

A. Statement of Policy

The University of California, Davis, will not engage in discriminatory practices against or harassment of any employee or applicant for employment because of physical or mental disability or because the person is a covered veteran. The University of California Nondiscrimination and Affirmative Action Policy Regarding Academic and Staff Employment can be found in Section I.D of this document. The campus will take affirmative action to recruit, employ, advance in employment, and otherwise treat qualified individuals with disabilities and covered veterans without discrimination. Equal opportunity will be afforded in all employment practices, including recruitment, selection, promotion, transfer, merit increase, salary, employee training and development, demotion, and separation, regardless of physical or mental disability, or status as a covered veteran.

B. Background and Definitions

1. Section 503 of the Rehabilitation Act of 1973 requires federal

government contractors and subcontractors to take affirmative action to employ and advance in employment, qualified individuals with disabilities.

2. Section 402 of the Vietnam-Era Veterans Readjustment Assistance

Act of 1974 requires federal government contractors and subcontractors to take affirmative action to employ and advance in employment qualified covered veterans.

3. 41 CFR § 60-741, which implements Section 503 of the

Rehabilitation Act of 1973, and 41 CFR Sections 60-250 and 60-300 which implement Section 402 of the Vietnam-Era Veterans Readjustment Assistance Act of 1974, include the following definitions.

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a. Individual with a disability: 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 an impairment. NOTE: In making reasonable accommodation to the known physical or mental limitations of an otherwise qualified applicant or employee, the University complies with the more expansive definition of disability provided under California law.

b. Qualified individual with a disability: an individual with a

disability is one who satisfies the requisite skills, experience and education requirements of the employment position the individual holds or desires; and who with or without reasonable accommodation can perform the essential functions of that position.

c. Covered veterans: refers to disabled veterans, Vietnam era

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.

d. Disabled veteran: (1) A veteran of the U. S. military, ground,

naval or air service who is entitled to compensation (or who but for the receipt of military retired pay would be entitled to compensation) under laws administered by the Secretary of Veterans Affairs; or (2) a person who was discharged or released from active duty because of a service-connected disability.

e. Veteran of the Vietnam era: a person who (1) served on active

duty for a period of more than 180 days, and was discharged or released therefrom with other than a dishonorable discharge, if any part of such active duty occurred: (i) in the Republic of Vietnam between 28 February 1961 and 7 May 1975; or (ii) between 5 August 1964 and 7 May 1975, in all other cases; or (2) was discharged or released from active duty for a service-connected disability if any part of such active duty was performed: (i) in the Republic of Vietnam between 28 February 1961 and 7 May 1975; or (ii) between 5 August 1964 and 7 May 1975 in all other cases.

f. Recently separated veteran: any veteran during the three-year

period beginning on the date of such veteran's discharge or release from active duty in the U.S. military, ground, naval or air service.

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g. Reasonable accommodation: (1) any modification or adjustment to a job application process that enables a qualified individual with a disability or qualified disabled veteran to be considered for the position the qualified individual desires, (2) any modification or adjustment to the work environment or to the manner or circumstances under which the position held or desired is customarily performed that enables a qualified individual with a disability or qualified disabled veteran to perform the essential functions of that position, and (3) modifications or adjustments that enable an employee who is a disabled veteran or individual with a disability to enjoy equal benefits and privileges of employment as are enjoyed by other similarly situated employees who are not disabled veterans or individuals with disabilities..

h. Essential functions: the fundamental job duties of the

employment position the individual with a disability or disabled veteran holds or desires. Essential functions do not include "marginal functions" of the position. Marginal functions are those which are merely incidental to the performance of the fundamental job duties of the employment position.

4. Title I of the American with Disabilities Act (ADA) of 1991 prohibits

discrimination against qualified individuals with disabilities in the area of employment.

C. Determination of Reasonable Accommodation

The University of California, Davis, shall make reasonable accommodations as defined by appropriate state and federal regulations to the known physical or mental limitations of applicants and employees who are otherwise qualified individuals with disabilities or qualified disabled veterans, unless it can be demonstrated that the accommodations would impose an undue hardship on the operation of its business.

Factors that may be considered in determining whether or not an accommodation would impose an "undue hardship" include: (a) the overall size of the operation with respect to numbers of employees, number and type of facilities, and size of budget; (b) the type of the University's operation, including the composition and structure of the workforce; (c) the nature and cost of the accommodation needed. The weight given to each of these factors in making "undue hardship" determinations will vary depending on the facts of a particular situation; and (d) the impact of the accommodation upon the operation of the facility, including the impact on the ability of other employees to perform their duties and the impact on the facility’s ability to conduct business.

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D. Application of Personnel Policies

Affirmative action for qualified individuals with disabilities and covered veterans is required at all levels of employment. Such affirmative action shall consist of special efforts to assure fair and equitable treatment in all employment practices, including, but not limited to, recruitment, selection, promotion, transfer, salary, merit increase, employee training and development, demotion, and separation.

Whenever physical or mental qualifications are applied to a position, they shall be limited to those qualifications directly related to the satisfactory performance of the duties and responsibilities of the position. Individuals with disabilities and disabled veterans are considered qualified for the position when they satisfy the requisite skill, experience, education and other job-related requirements of the employment position and can perform the essential function of the job with or without reasonable accommodation. No portion of the military record of a covered veteran may be considered if it is irrelevant to the specific qualifications for the position.

The University has implemented procedures to ensure that its employees are not harassed because of their status as an individual with a disability or a covered veteran. The policies can be found in the University Policy and Procedure Manual section 380-15, the University’s implementation of UC Academic Personnel Manual section 140-2 and in UC Academic Senate Bylaw 335.

All personnel actions shall be made in accordance with the appropriate University policy. The following additional guidelines shall be observed.

1. Special efforts shall be made to recruit individuals with disabilities

and covered veterans for consideration for employment. Current methods of recruitment shall be reviewed, and new or modified procedures shall be introduced as necessary in order to broaden the scope of the search.

2. While search committees should be mindful of the benefits of

diversity to the University at all levels of the organization, selections for appointment and promotion shall be made on the basis of job-related qualifications and without discrimination.

3. Training programs exist for all personnel involved in recruitment,

screening, selection, promotion, disciplinary, and related processes to promote understanding, to assure nondiscriminatory attitudes and actions, and to ensure that the commitments in the UC Davis affirmative action program are implemented. These programs are mandatory under Sections 60-250.44(j), 60-300.44(j) and 60-741.44(j) of the regulations for all of the specified personnel.

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E. Recruitment and Outreach

The campus and UCDHS Human Resources provide electronic job announcements to state employment and rehabilitation agencies; organizations of and for individuals with disabilities; veterans' service organizations; Veterans Administration regional offices; educational institutions that participate in training for individuals with disabilities; college placement offices; and other local, state, and national organizations.

Outreach recruitment contacts shall be made with agencies serving the protected groups to advise them of the affirmative action program and to advertise job openings.

F. Employee Development

Individuals with disabilities and covered veterans shall be encouraged to participate in training and development programs. Participation as approved by the department head shall be consistent with University policy. (See Personnel Policy 50, Employee Development.)

G. Record-Keeping

Records shall be maintained on individual personnel actions in a manner that will enable response to federal review or inquiry for employees who are individuals with disabilities and covered veterans.

H. Review, Monitoring, and Analysis

1. Ongoing Monitoring of Individual Employment Actions and Job

Qualifications

The Office of the Vice Provost--Academic Affairs and the Human Resources Departments on the Davis campus and at UCDHS shall review employment actions taken by department heads, managers, and supervisors to assure that all such actions are nondiscriminatory and in accordance with University policy. This ongoing review will include a periodic examination of all physical and mental job qualifications standards to ensure that, to the extent qualification standards tend to screen out qualified individuals with disabilities or qualified disabled veterans, they are job-related for the position in question and are consistent with business necessity.

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2. Review of Personnel Processes

The University periodically reviews its personnel processes to determine whether they provide for a careful, thorough and systematic consideration of the job qualifications of individuals with disabilities or covered veterans for job vacancies filled through hiring or promotion and for available and offered training programs.

3. Audit and Reporting System The Human Resources offices compile summaries of reclassification actions, maintain records on the composition of employees taking training courses, and collect and review data on hires and separations. These reports are used to measure the effectiveness of the recruitment and affirmative action program, identify any need for remedial action, and determine whether or not employees with disabilities and covered veterans have had the opportunity to participate in all University sponsored educational, training, recreational and social activities.

I. Administrative Responsibilities for Implementation

The lines for administrative responsibility for implementation of the UC Davis Affirmative Action Personnel Program for the Employment of Individuals with Disabilities and Covered Veterans are the same as those used to manage and operate the campus as described in Section III.B. of the Affirmative Action Personnel Plan covering Administrative Lines of Authority (also see Exhibit A.)

In addition the following offices provide support and assistance.

1. Human Resources Offices

It is the responsibility of these units to systematically develop applicant sources, to recruit and refer to departments applicants that meet the definition of this policy, and to provide initial determinations on meeting reasonable accommodations.

2. Disability Management Services The trained vocational rehabilitation counselors in Disability

Management Services consult with management regarding accommodations for applicants with disabilities and provide expert advice and consultation to management regarding job restructuring, other reasonable accommodations, and reassignment. Disability Management Services provides training to supervisors and managers regarding employer legal requirements to engage in

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the interactive process and provide reasonable accommodations. Staff from Disability Management Services provide other advice to the campus regarding disability accommodations through their service on committees focused on making our campus environment accessible to all constituents.

3. Staff Development and Professional Services Unit

It is the responsibility of the Staff Development and Professional Services Unit to assist departments in developing appropriate training programs and to explore sources of extramural funding for training and employment programs.

J. Dissemination of this Policy

Information about the UC Davis affirmative action personnel policy and program for the employment of individuals with disabilities and covered veterans is disseminated as follows:

1. Internal Dissemination

a. The nondiscrimination/affirmative action policy statement and the

text of this Plan are made available on the University’s website (http://occr.ucdavis.edu/Resources/Affirmative_Action_Personnel_Program_Plan.pdf) and a printed copy is available in the general campus library.

b. The policy statements are available to all employees through the

University’s website. c. Information about the program is presented at various meetings.

d. The policies are explained training and management programs

related to recruitment and selection of staff and at faculty development workshops, such as the New Chairs Workshop and Search Chairs Workshop for academic searches.

e. The plan is distributed and discussed with Academic Affirmative

Action Unit Heads at annual meetings. f. Information regarding equal employment opportunity and

affirmative action for individuals with disabilities and covered veterans is displayed on bulletin boards and other areas designated for general information.

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2. External Dissemination

a. An announcement that UC Davis is an equal opportunity/affirmative action employer is included on all recruitment materials, the Staff Employment Opportunities web site, and general information publications made available to applicants and the general public.

b. The policy is emphasized through the University’s outreach efforts

to groups representing individuals with disabilities and covered veterans as explained in section XIII.E.

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Documents