Recommendation

Action

Date

Underrepresented students should be outreach peer mentors (p. 10)

EAOP and Admissions/Recruitment continue to employ students in outreach roles, as counselor aides, tour guides and outreach assistants and for telephone outreach.

1998, 1999

Representatives of student organizations and AS have been added to the Student Affirmative Action Workgroup, chaired by Assistant Vice Chancellor Backer, to foster strong coordination with and advice from students with respect to outreach and recruitment.

1999

Develop UC/CSU name exchange program to increase number of transfer students p. 11, 16)

University Links Program established with East Los Angeles, Southwestern and Mesa Community Colleges to facilitate transfer of students to UCSD.

1999

Transfer student services office established.

Fall 1999

Restore and enhance Early Academic Outreach Program funds (p.16)

Additional funding has been provided for student-centered early outreach functions.

1998-1999

In-depth review of EAOP programs, budgets, and plans conducted by committee chaired by Paul Saltman.

Fall 1998

Saltman Committee recommendations implemented: EAOP activities have been broadened and given a greater focus on student development.

1999

Recommendation

Action

Date

Increase availability of financial aid at all levels (p.7, 17)

Implementation of the Education Finance Model and the retention of financial aid dollars associated with fee reductions has modestly improved undergraduate financial aid.

1999

Aggressive fund raising for scholarships (p. 7)

"Scholarships for the New Millennium" fundraising drive launched.

1999

Collaboration with the Hispanic Scholarship Council and the Black Alumni Scholarship Council to raise additional scholarship funds.

1999

Recommendation

Action

Date

Establishment of a Center for Excellence in Undergraduate Education to encourage graduate and professional opportunities (p. 15)

Appointment of Assistant Vice Chancellor for Student Educational Advancement.

Fall 1998

Restructuring of Academic Enrichment Program to increase its impact on motivating and preparing students for graduate professional school.

1999-2000

Interim Assistant Vice Chancellor for Student Life appointed and a workgroup on the quality of life for underrepresented students has been established.

Fall 1999

Review all recruitment efforts to assure they are coordinated with outreach programs (p. 18)

Report from Advisory Committee on Admission/Recruitment, co-chaired by Provosts Craig and Jordan, received. Its recommendations for how UCSD might best achieve its new undergraduate enrollment goals have been acted upon.

1999

The SAA Workgroup has been expanded to include additional student and staff representatives in order to achieve greater coordination, advice, and recommendations.

1999

Recommendation

Action

Date

Equitable methods of funding courses for and hiring of people with disabilities (p. 15)

An advisory committee to the OSD Director has been established.

1999

Permanent and adequate funding and staff for Office of Students with Disabilities (p.15)

State funding for OSD services remains inadequate.

Recommendation

Action

Date

Adequate funding needed for following areas: student transfer, probation and subject disqualification, undeclared majors, peer mentoring programs, Summer Bridge (p. 10)

Transfer student services office established.

Funding for Summer Bridge is provided on an annual basis.

Fall 1999

Recommendation

Action

Date

Diversity efforts should be considered in performance appraisals for all Vice Chancellors, managers, supervisors.

Has been done for a number of years with positive results with respect to the diversity of staff in Student Affairs

Recommendation

Action

Date

Restoration and increase in permanent funding to OASIS (p. 14)

Data assessment by Senate CEP with analysis of "success" and results with "underrepresented" students.

Funding of OASIS falls under the jurisdiction of VC, Student Affairs Watson.

Increase faculty involvement in OASIS (p. 14)

OASIS is under the auspices of the Vice Chancellor, Student Affairs. However, the SVCAA's Undergraduate Education Advisory Committee (established 1998, and of which VC, Student Affairs Watson is a member) is also considering ways of increasing faculty involvement with OASIS

1998 &
Ongoing

NEW INITIATIVE -- Graduate Student Recruitment and Outreach

The SVCAA has reinforced the importance of graduate student outreach at meeting with Department Chairs and Deans, and has encouraged their consultation with the Office of Graduate Studies and Research ( ), which serves as the primary outreach office for the campus’ graduate programs. Responsibility for this function is vested with the Student Affairs, Outreach and Diversity Programs unit in OGSR (see ).The extensive outreach program focuses on identifying a diverse body of undergraduate students, providing them with UCSD graduate school information, and helping them assemble and prepare admissions documents. The program actively recruits students from diverse groups and uses a number of concurrent strategies to identify, recruit and retain graduate students, including:Graduate School/Career Fairs--Staff travel to a variety of college campus fairs locally and nationally including the UC and CSU campuses to talk one-on-one with potential graduate students. Several programs also coordinate visits by prospective graduate students to UCSD, including local and national Ronald E. McNair Postbacculaureate and Student Support Services Programs.Name Exchange Programs: the National, Western and Latino/Native American Network (LANA) and Project 1000/2000 name exchanges.Summer Internship Programs: the SCRIPPS Undergraduate Research Fellowship Program (http://www-ogsr.ucsd.edu/outreach/surf.html), The CSU Pre-Doctoral Program and The Institute for the Recruitment of Teachers (IRT).

A "Telephone Recruitment Tree" coordinates calls to admitted graduate students from currently enrolled graduate students and OGSR staff.

Ongoing

A campus Graduate Fellowship Drive was initiated in fall, 1999. This fundraising effort will significantly increase the number of graduate fellowships available to UCSD students. The San Diego Fellowship ( http://www-ogsr.ucsd.edu/outreach/SDfellow.html) also provides financial support to increase the diversity of our graduate study body.

1999 &
Ongoing

NEW INITIATIVE -- Graduate Student Retention

Besides UCSD’S outreach and recruitment efforts, retention efforts are equally important.The Graduate Enrichment Program provides funding to departments to assist in their efforts in providing programming such as tutorials, seminars, student research presentations, and academic development activities.The Graduate Student Intern serves as student advocate and administrative consultant.The Mentorship Program offers graduate students mentoring from faculty and program advisors."Grad Notes" ( http://www.ogsr.ucsd.edu/announcements/) and "Grad to Grad" (http://www.ogsr.ucsd.edu/studentpublications/) publications are published regularly.Collaborative Efforts: The Student Affairs, Diversity and Outreach Programs unit works with Student Health, Office of Students with Disabilities, the Women’s Center, Cross Cultural Center and Affiliated Housing and provides to graduate students: A Women’s Resource Handbook, the Graduate Student Health Insurance Program (GSHIP) and the Student Housing Incentive Program (SHIP).

Other events that are hosted by OGSR are The New Student Orientation and Commencement.

Ongoing

Recommendation

Action

Date

Expand outreach efforts to diversify applicant pools (p. 11) and require all search committee members to attend seminar on diversity strategies and cultural sensitivity (p. 12)

A list of “Best Practices” for diversifying applicant pools was developed in 1999 and is updated and distributed each fall by the SVCAA to all Department Chairs and Deans. The Director of the Office of Academic Affirmative Action meets with search committees and department chairs at the start of each recruitment to tailor the application of best practices and build them into the search committee’s activities. These practices are also discussed at the annual Department Chair Workshop held by the SVCAA.

1999 &
Ongoing

An on-line Academic Job Opportunities Bulletin (AJOB) for recruitments to ladder-rank faculty positions was established early in 1999. Expansion of AJOB was completed in October and now reflects all academic positions. AJOB is maintained by the Office of Academic Affirmative Action and is located at http://academicaffairs.ucsd.edu/offices/aaa/recruitment/.

1999 &
Ongoing

The Office of Academic Affirmative Action maintains a web page (developed in 1999) that provides information and references for academic departments. It is located at http://academicaffairs.ucsd.edu/offices/aaa/.

1999 &
Ongoing

Every job should consider all eight factors required for federal underutilization analysis (p.9)

The calculation of availability data used to identify areas of underutilization should continue to be based on the factors that provide the most meaningful data as to who has the potential to become part of an academic workforce. Since most academic job postings indicate that a Ph.D. or M.D. is required, the availability data should be limited to the two factors of "requisite skills" and "promotions from within the workforce." Inclusion of other factors, e.g. population in the lab area surrounding the facility, will artificially inflate availability data and will not generate a larger, more diverse, and reasonably qualified applicant pool.

No action
Required

Job ads should state that UCSD is an equal opportunity and affirmative action employer and urge women, minorities, veterans and persons with disabilities to apply (p. 11)

All ads state that UCSD is an EO/AA employer. Many academic departments have expanded this statement to also include “with a strong institutional commitment to the achievement of diversity among its faculty and staff” or “scholars who are women, minorities, veterans and/or persons with disabilities are especially encouraged to apply.”

1999 &
Ongoing

Program for extraordinary faculty hires akin to TOP-E (p. 9, 17)

A special TOP (Target of Opportunity) fund which uses race, ethnicity or gender as factors in hiring to enhance diversity would, in our view, be judged illegal under California laws and in violation of University policy.

Ongoing

Create intellectually oriented scholarly initiatives with FTE in areas such as women's studies, border studies, ethnic studies, minorities in medicine (p. 9)

The General Campus’ academic planning effort, "Charting the Course," helped to identify academic initiatives to enhance the campus’ scholarly efforts. This planning resulted in the allocation of FTE to a number of existing areas as well as the assignment of FTE to several new initiatives. Significant resources have been directed toward new initiatives, particularly within the Divisions of Social Sciences and Arts & Humanities, which provide opportunities to attract faculty from underrepresented groups. About 15 searches are being conducted this year and next in areas such as Ethnic Studies, Urban Studies, Gender Studies, CREATE, African American Literature, Chinese Literature, the Literature of the Americas, and African American Theatre and Film.As part of the next "Charting the Course" planning process, we will be considering proposals for a “cluster” initiative that would bring together specialists on racial, ethnic and gender diversity from the humanities, social sciences and the arts. Relevant issues would include identities, citizenship, inequalities, education, culture and politics.

A Director for CREATE (Center for Research in Educational Equity, Assessment and Teaching Excellence)-Bud Mehan-- was hired in a search conducted in 1998-99. CREATE serves as the liaison between UCSD and county-wide K-12 entities, with a strong emphasis on preparing traditionally underrepresented students for admission to UC campuses. Under Director Mehan’s leadership, the campus partnerships, outreach activities and educational research are becoming active. A number of the new faculty from the areas mentioned above, as well as from other searches across the campus, are expected to be significantly involved with CREATE, as well.

Ongoing

Recommendation

Action

Date

Provide release time, mentoring, and adequate recognition for junior faculty that spend extensive time in teaching, mentoring and counseling students (p. 16)

The Faculty Mentoring Program was established in 1999, requiring the assignment of a mentor to all junior faculty as they are hired. See http://academicaffairs.ucsd.edu/offices/aaa/fcdp/ for details on the program and responsibilities of Chairs, mentors and mentees. The SVCAA also corresponds with each mentor and mentee, as they are paired, to further describe the importance and intent of the program.

1999 &
Ongoing

The Faculty Career Development Program selection criteria were broadened in 1999 to specifically include an applicant's contribution to diversifying the campus. See guidelines at http://academicaffairs.ucsd.edu/offices/aaa/fcdp/.

1999

All Academic Senate Committees should reflect our campus diversity, this includes CAP and personnel ad hoc committees (p. 18)

The SVCAA makes great efforts to propose diverse slates of candidates for all standing and ad hoc committees that she appoints. She also has engaged in discussions with the Senate leadership to emphasize the importance of diverse membership in their standing committees.

Ongoing

Recommendation

Action

Date

Appoint SOM Outreach and Recruitment Coordinator to increase number of minority student admits

The Associate Dean for Admissions and the Assistant Dean for Community Affairs have completed the first phase of activity with the School of Medicine Diversity Task Force and have developed a 13-point action plan.

1999

Establish medical student interviews of applicants

Effective June 1999

Follow-up letters and telephone calls to accept disadvantaged students. A campus revisit of accepted applicants to stay with students, attend classes, and interact with clinical and research faculty in community positions.

Effective October 1999

Increase recruitment at out of state schools.

Initiated May 1998
& Ongoing

Increase enrollment in the post baccalaureate program from 12 to 20 students per year.

Effective July 2000

Increase student financial support to include tuition and fees.

In Process

All post baccalaureate students and others involved in UCSD School of Medicine academic programs will receive secondary applications.

Effective August 1999

Continue to emphasize the role of UCSD Healthcare in the community.

Effective September 1999

Continue to accelerate the admissions process to facilitate early acceptance of disadvantaged students and those from underrepresented groups.

Effective October 1998

Assign each student with a community advocate. Develop a cadre of individuals in the community willing to serve in this capacity.

Effective Spring, 2000

Cultural competency program for admission committee members.

Scheduled Fall 1999

Health career opportunities program: In addition to the current health careers opportunity programs sponsored through the School of Medicine Outreach office, a new 6-week program has been established at San Diego State University, designed to improve verbal reasoning scores and test taking for students in order for them to be more competitive with the MCAT. This is directed at disadvantaged students and those from underrepresented groups, and will be expanded to undergraduates at UCSD and other regional institutions.

Effective Summer 1999

Develop a 6-week residential summer science enrichment and mentoring program for disadvantaged underrepresented community college students from San Diego and South Los Angeles.

In Process

Together with the undergraduate campus, provide medical school admissions counseling for disadvantaged students and those from underrepresented groups at UCSD and San Diego State University.

Effective September 1999

Establish a tracking system for students enrolled in our existing programs.

Being Developed

Create a coordinating council for multicultural affairs to advise the administration on outreach, recruitment and retention of underrepresented students

The UCSD School of Medicine Diversity Task Force met for approximately one year, culminating in the 13-action point items listed above.

Create an early academic outreach program that links potential SOM students with alumni mentors

This program is currently being developed. Community physicians have agreed to help in the recruitment and retention process, by attending the "Welcome Back Day" and then continue to mentor individual students during their four years at the School of Medicine.

Recommendation

Action

Date

Aggressive fund raising for scholarships

With the assistance of the School of Medicine Diversity Task Force, other SOM committees & community groups will develop strategies for fund raising for medical student scholarships

June 1998

Recommendation

Action

Date

Permanent and adequate funding and staff for Medical Center Support Program

Develop and promote a training module for Cultural Competency Education Training (Phase II). This module will require department supervisors to include diversity education as part of their staff development plans. Pending administrative approvals, supervisors are to identify and choose segments of the module specific to their department. CSD Healthcare Diversity Team recommends that four hours per year of this training be mandated by the Administration.

February 2000

Develop a Career and Community Outreach strategic plan to increase diversity of applicant pool. Managers, supervisors, human resources and the diversity coordinator will collaborate in developing a mechanism to increase participation and interaction with community and career job fairs.

June 2000

A Diversity Communication Plan was approved by the UCSD Healthcare Diversity Team and plans will be implemented to develop a strong partnership with UCSD Health Sciences Communication to develop more comprehensive internal communication to keep the organization updated on Medical Center diversity efforts.

October 1999

A diversity training module is to be included with the Leaders Lab. The training will be designed to stimulate managers and supervisors to become more effective leaders in managing diversity and building better managerial skills.

December 2, 1999

UCSD Healthcare generalist, recruiters, and diversity coordinator will take a more active role in developing modules to address training specific to the health care environment via Career Connection Workshops. Employee-focus groups will be asked to participate in the design of these modules.

January 2000

The Multilingual Task Force will implement a 60-day pilot program to provide interpreter services to UCSD Healthcare patients. Nurse Manager offices at UCSD Medical Center and Thornton Hospita, Perlman Ambulatory Care Center, Admissions and Registration, Emergency Departemnt, and Lewis Street clinic have been identified as possible sites for the pilot project.

February, 2000

Training on new electronic device (dual handset telephone) system is scheduled to commence.

November 1999

Promote participation from all UCSD Healthcare sites in the Fourth Annual REACH multicultural celebration focusing on "Multicultural Healthcare and Education."

March 2000

Recommendation

Action

Date

Stimulate interest in science and science careers.

Renewal and increased funding for Scripps Undergraduate Rsearch Fellowship (SURF)program. Initiated steps to partner with Hampton University to help get more NASA support for SURF and to recruit Hampton undergraduates to SIO graduate program.

1999

Promote diversity in recruitment and selection of students, academics, and staff.

Vice Chancellor issues a semi-annual statement reaffirming the systemwide nondiscrimination in Employment Policy.

1999, Ongoing

Appointed Lupe Cook as diversity advisor for staff.

1999

SIO working with Human Resources as an Outreach Partner to recruit best qualified and diverse staff applicants.

1999

Appointed faculty coordinator for diversity in the graduate program. Planning for new student recruitment, retention and mentor efforts.

1999

Promote a welcoming and supportive climate at SIO.

UCSD Principles of Community are posted throughout the SIO campus.

1998-1999

Support for staff participation in UCSD staff development programs.

Ongoing

Recommendation

Action

Date

Evaluation of Staff Affirmative Action Training Programs, Scholarship Awards, Career Connection, Staff Associations, and Employee Rehabilitation Program. Explore improved coordination of these programs (p. 15)

The Vice Chancellor - Business Affairs will charge the Staff Affirmative Action Training Program Committee (SAATPC), now known as the Staff Equal Opportunity Enrichment Program (SEOEP) Committee to review the various staff affirmative action training programs, as well as mentorship programs, traineeship programs, the Promotion Project, and others.

Completed

The SEOEP is currently charged with reviewing the various SAA training programs as a part of the division’s funding process.

Completed

Final evaluation of the normal evaluation process for the current fiscal year will be completed by August 1, 1998.

Completed

The Vice Chancellor - Business Affairs will charge the Assistant Vice Chancellor - Human Resources to review the Employee Rehabilitation Program regarding issues of efficiency and effectiveness using the Balanced Scorecard model.

Completed

Permanent and adequate funding and staff for Campus Employee Rehabilitation Program (p. 15)

The Vice Chancellor - Business Affairs will work with the Assistant Vice Chancellor - Human Resources to evaluate the current funding of this program and assess whether further enhancements are necessary. In addition, the Vice Chancellor - Business Affairs will work with the Vice Chancellor - Resource Management and Planning to secure permanent funding and previously committed funding from the Office of the President (systemwide issue).

Completed

Provide tuition remissions for employees and time for training and skills acquisition (p. 15)

The Vice Chancellor - Business Affairs will work with Vice Chancellor -Resource Management and Planning to evaluate the training tuition recommendation and assess the systemwide policy, local policy and costs implications.

Completed

Personnel Policies state that the "supervisor and department head are encouraged to maintain an environment which facilitates employee professional development, and to consider future staffing requirements and the professional development needs of employees who may be able to fill these future positions." The Implementing Procedures also specify that the employee has primary responsibility for individual professional development.

Additionally, the "Performance Management" course, offered by Staff Education and Development for supervisors, includes a component on Performance Planning which integrates employee development into the performance manager’s responsibilities.

Completed

UC educational benefits provide a discount on regular session courses, Extension and Summer Session courses. There is currently no reimbursement for non-UC courses.

Completed

There is a fee for information technology or computer courses (ranging from $15.00 to $130.00 per person per course) offered through Staff Education and Development. Many times, this fee can be covered by programs offered by the Staff Affirmative Action Training Program Committee.

Completed

Enhance the knowledge of UCSD’s policies and programs by informational sessions to inform employees,managers, and supervisors about opportunities and development of staff. These sessions will include roles and responsibilities and resources for development of staff.

Completed

Establish a professional development leave accrual program (p. 19)

A feasibility review of administrative leave accrual for professional development inclusive of local campus flexibility, policy implications and costs will be commissioned by the Vice Chancellor - Business Affairs.

Completed

UCSD’s policies and practices should encourage taking time for professional development. The UC Personnel Policy for Staff Members, Policy 50, provides for job-related professional development leave, upon approval of the department head. The accompanying UCSD Implementing Procedures offer a guideline of three percent of working hours to be allocated for professional development. This equates to about 5 hours/month. Supervisors and department heads are encouraged to support professional development, especially as it relates to the employee’s position and to the employee’s career; however, supporting professional development is at the supervisor’s/department’s discretion.

Completed

As indicated by the Guide to Performance Management, which was published in 1995 by Human Resources as a recommended model, the goal is to integrate performance development into the performance management process. This model is supported by Personnel Policy for Staff Members, which describes the supervisor’s responsibility in performance appraisal.

Completed

It should be noted that for employees covered by labor organization unit recognition and collective bargaining agreement, conditions of employment (e.g., training issues) are necessary and legally mandated subjects for bargaining. Such issues can not be unilaterally decided.

Human Resources should implement an exit interview process and analyze results (p. 17)

The Vice Chancellor - Business Affairs will review the current exit interview survey process employed by the Human Resources Department/ Employee Relations and explore enhancement of this program. Currently, data collected is analyzed and appropriate issues are addressed with specific departments. The intent of the review is to have the Human Resources Department define an appropriate survey process, collect data and share the information with appropriate individuals at UCSD.

Completed

In addition, this topic is an item that the UC Human Resources Directors will assess by identifying an employer who represents a "best practice" and invite a presentation from that company.

Completed

Provide supervisor training in conflict resolution and mediation models (p. 17)

The Vice Chancellor will review the current training offerings in conflict management and in mediation as an alternative dispute resolution process.

Completed

Supervisor training should include conflict management and mediation techniques. Staff Education and Development offers "The Supervisory Training Laboratory," which includes six hours of conflict management and related content which integrates diversity issues. Guidelines on what mediation is and when it should be considered are reviewed with participants.

Completed

Staff Education also offers the course, "Managing Workplace Conflict," which focuses on developing skills (i.e., identifying sources of conflict, selecting appropriate strategies, using communication skills for conflict resolution) with particular emphasis on practices that are appropriate in a diverse workplace. Further, the "Leader Development Laboratory" teaches work leaders essential skills for handling workplace conflict.

Completed

Supervisors and managers need strong conflict management and resolution skills day-to-day, however, supervisors should not serve as mediators with their own employees. Since mediation may be needed in particular situations and mediation models require extensive training and ongoing practice, it has been most effective to call on campus resources to provide mediation services when needed.

Completed

Comparing UCSD’s resources, models, and practices with those at other campuses may help improve our process in this area.

Completed

Establish National Coalition Building Chapter on campus (p. 18)

The Vice Chancellor - Business Affairs will charge the Staff Equal Opprotunity Enrichment Program (SEOEP) Committee and the Director of Equal Opportunity/Staff Affirmative Action to review the NCBI Chapter proposal and make a feasibility assessment of the model’s use at UCSD.

Pending

Streamline employee information, training, support systems and conflict resolution into one central office of employee services (p. 20)

The Vice Chancellor - Business Affairs will reinstate and charge the cross-functional Employee Support Services Team (ESST) to review the functional service provider model of Employee Rehabilitation and make appropriate recommendations regarding adequacy and accessibility for all employee support services.

Completed

Elevate diversity award to Employee Recognition Awards

The Vice Chancellor - Business Affairs will commission a review of the diversity awards process. [The VC Working Group on Affirmative Action may be an appropriate group to commission for this review].

Completed

Diversity efforts should be considered in performance appraisals for all Vice Chancellors, managers, and supervisors.

The current performance appraisal tool includes a review of the managers and supervisors performance in affirmative action. UCSD encourages campus administrators performance appraisals to include their efforts at increasing diversity. The Office of Equal Opportunity/Staff Affirmative Action will initiate a dialog with the Vice Chancellors and their key administrators to ensure this is happening.

Pending - Will be completed on or about November 1, 1999

The Diversity Education Leadership Team has developed "Standards for Managing Diversity" for managers and supervisors. These include:

1. Ensuring policies, practices, services, and behaviors support and accept diversity; Ensuring all employees participate in training that supports diversity; and

2. Ensuring a diverse workforce.

Completed

The Cross-functional Process Team charged with redefining the UCSD performance appraisal system, has incorporated these standards and will submit Team recommendations by May 1, 1998. Implementation of the new procedure will follow the team’s submission.

Completed

Assess the representation of women and minorities at higher level administrative positions (p.7)

For the last several years, the Office of Equal Opportunity/Staff Affirmative Action has prepared and presented UCSD-wide and respective Vice Chancellor area annual EO/AA profiles. These depict organizational performance and indicate targets for improvements.

Completed

Presentation meetings occur with the Chancellor’s Council and with respective Vice Chancellors, including the AVC Human Resources representative. The Vice Chancellor - Business Affairs will examine the data format, content, and what these depict and assess the frequency of data presentation to determine whether value is being achieved and where improvements can be made.

Completed

Increase job opening information through web site, participation in job fairs, direct mail to women’s and minority professional associations, community libraries, colleges, and universities (p.8).

The Vice Chancellor - Business Affairs will charge the Directors of Human Resources for Equal Opportunity/Staff Affirmative Action and Human Resources Services to conduct a review of outreach activities. The review format should include internal and external community focus groups. UCSD currently engages in extensive outreach (including having a job information web site) and participates in job fairs and many other outreach activities (including providing information to women’s and professional organizations for people of color). Outreach information is compiled and presented as a section of the UCSD Staff Affirmative Action Plan.

Completed

During 1997, for example, the Human Resources Department and the Professional Recruitment and Community Outreach unit participated in more than thirty major job fairs. In addition, the job opportunity listing is mailed, faxed or electronically distributed to over 400 external sources on a regular basis.

Completed

Disassociate Employee Relations from Labor Relations (p. 17)

The Vice Chancellor - Business Affairs will review the reporting relationship of the Employee Relations Unit and assess the relationship of Employee Relations and Labor Relations. This review will include consultation with a number of campus constituencies. The review will also assess UCSD’s organizational model against Best Practices at other organizations.

Completed

Establish a group outside Human Resources to review the whole conflict resolution process (p. 17)

The Vice Chancellor - Business Affairs will review the adequacy of the UCSD staff conflict management process.

Completed

The UC systemwide effort to develop organizational performance measures (Partnership for Performance Project) has developed a human measure for conflict case management. These measures allow for period to period self-comparison, as well as comparison across different campuses.

The review will include looking at trends in the number of staff employee grievances over the past five years, and the effectiveness of the mediation referral to the San Diego Mediation Center, who is under contract with UCSD to do "Intake" and assign mediators to UCSD cases.

Completed

Recommendation

Action

Date

Establish Profiles in Diversity that will inform San Diego of UCSD's activities (p. 20)

The Vice Chancellor - External Relations will undertake several action approaches to "Profiles in Diversity" -- an ambitious, multifaceted, cultural outreach program that would showcase UCSD's diverse faculty and arts expertise.

Charge the Assistant Vice Chancellor - University Communications to develop plans to (a) promote diversity and (b) increase the visibility of UCSD's diverse workforce, student body, and academic programs.

June 15, 1998

Ascertain the relative and potential impact of the "Profiles in Diversity" outreach effort.

August 15, 1998

Articles profiling UCSD’s African-American and Hispanic faculty were placed in local newspapers. Faculty of color featured in UCSD Perspectives and interviews in the UCSD Catalog.

Generated publicity about efforts to increase the diversity of our campus, such as the opening of the Preuss School, admission to UCSD of top 4% UC eligible high school students in San Diego and Imperial Counties; initiation of University-Links program with underserved community colleges.

Newspaper columns about UCSD as a workplace to be placed in ethnic newspapers throughout San Diego County.

Negotiated contract ad rates with several San Diego ethnic newspapers so that UCSD Marketing Council members could expand their advertising in those papers.

Developing plan to create a pool of funds that can be used to do institutional advertising and job recruitment in ethnic newspapers throughout San Diego County.

Brokering a meeting between San Diego Latina leadership and San Diego Union-Tribune education writers and editors, and with the News Director of San Diego’s leading Hispanic television station, to increase the media’s understanding of the Latino community’s primary educational issues.

UCSD Alumni Association supports the Black Alumni Scholarship Committee and the Chicano Alumni Council.

Ongoing

UCSD Alumni Association coordinates recruitment calls by African American alumni and current students to prospective students considering UCSD. Along with the Student Outreach and Recruitment Office, UCSDAA also coordinates alumni volunteers in Los Angeles and the Bay Area to attend high school information nights.

Recommendation

Action

Date

Aggressive fund raising for scholarships (p. 7)

Building Student Affairs Development has resulted in increasing the amount of funding for undergraduate scholarships by fourfold over previous year.

Recommendation

Action

Date

Institutional support for MeCHa and African American Student Union high school conferences (p. 14)

No action required from the Vice Chancellor - External Relations.

Institutional support for MeCHa and African American Student Union recognition events (p. 14)

The Vice Chancellor - External Relations and the Director, Alumni Relations met with Ramon Gutierrez and Linda Williams on April 20, 1998 to discuss the recognition events. AASU - The African American Graduation Baccalaureate is a well organized event that recognizes not only graduates of UCSD but graduates from the entire community. The event receives funding from a variety of sources including approximately $250 per year from the Alumni Association. It is possible that the leadership of the UCSD Black Alumni Scholarship Committee could become involved with the planning, etc. of this event although at this time it is not known whether or not the AASU would welcome the involvement. MeCHa - The Chicano/Latino Recognition Banquet is an annual University event with a budget of approximately $15,000 of which the Alumni Association contributes approximately $250. It is unclear at this time how much involvement by alumni (the Chicano Alumni Council) the event now enjoys or seeks.

Course of Action: Ramon Gutierrez and Linda Williams to arrange a meeting with MeCHa and AASU representatives, the Chicano Alumni Council contact - Nick Aguilar, Alumni Relations and a Student Affairs Development officer.

Late April, 1998 or early May, 1998

Recommendation

Action

Date

Fund 2 to 5 Year Action Plan of Cross Cultural Center (p. 13, 21)

The first two steps in any fundraising endeavor are to (1) ascertain the funding requirements and (2) assign fundraising priority. While there may be individuals in the existing Friends of the Cross Cultural Center at the levels required, it is more likely that additional, more financially capable prospects will have to be cultivated and identified. This can be done in a variety of ways, but it is likely that the pool for such prospects will be the same pool that will be reviewed for donations to the new International House, to undergraduate scholarships generally, to Women's Studies (soon to be renamed Critical Gender Studies), and for other diversity resources such as the campus Women's Center and LGBTI. The campus leadership will need to determine the importance of this campaign as compared to other competing campus needs.

Will depend on campus priorities

Recommendation

Action

Date

Increased support for Women's Center (p. 13, 21)

See Cross Cultural Center response above.

The Office of Development is in the early stages of beginning "Women in Philanthropy" programs (currently at SIO and Social Studies, perhaps campuswide eventually). These programs recognize the fact that women control a significant portion of the nation's wealth, that women's philanthropic interests can differ from those of men, that women can apply different considerations than men in selecting charities to benefit, and that women have not necessarily been educated by charities in the past on sophisticated giving techniques. It is possible that the Director of the Women's Center could participate in these early discussions with an eye toward benefiting the Women's Center through such a program.

Will depend on campus priorities

Recommendation

Action

Date

LGBTI needs a space for its activities and offices (p. 13, 21)

LGBTI needs a space for its activities and offices (p. 13, 21)

See Cross Cultural Center response above.

There are existing lists of UCSD donors to lesbian and gay causes, though donations to designated scholarships and through involvement with AIDS research on campus. These lists were assembled by particular campus offices for their own fundraising priorities. Depending on the campuswide priority of the LGBTI space need and the willingness of these other units to cooperate, these existing lists and donors may be used as a springboard to new support for the LGBTI space.

Will depend on campus priorities

Recommendation

Action

Date

Aggressive fund raising for predoctoral and postdoctoral fellowships, as well as endowed chairs (p. 10)

UCSD's most successful effort to raise fellowship support came in 1992-93 with the successful conclusion of an effort to match $1 million of new campus funding from the Vice Chancellor - Academic Affairs for fellowships with $1 million in new private support. Since then fellowship fundraising has been done on an ad hoc basis. A new challenge grant could be used to spur another campaign for fellowships - both predoctoral and postdoctoral. In addition to a continuing emphasis placed on chairs by the UCSD Office of Development, the Senior Vice Chancellor - Academic Affairs and individual academic units are the chief proponents of chair acquisition. As various academic units invest in their own development officers, and as the central development staff grows, the ability to acquire chairs will also increase. When the campus is ready to launch a major capital campaign, the inclusion of chairs as a category of need will also spur the establishment of additional chair.

Will depend on campus priorities

Recommendation

Action

Date

Fund 2 - 5 Year Action Plan of Cross Cultural Center (p.13, 21)

The Vice Chancellor - Resource Management and Planning will direct the Facilities, Design, and Construction staff to work with the Director, Cross Cultural Center to develop a renovation project plan that is appropriately scoped. The Capital Planning staff will be charged with developing appropriate funding models.

Renovations include such items as window replacements, building out the second floor, adding partitions, new carpeting, and painting of the facility.

Completed September 1998

Permanent and adequate funding and staff for Employee Rehabilitation Program (p. 15) method of funding courses for and hiring of people with disabilities (p. 15)

The VC - Resource Management and Planning will work with the VC - Business Affairs to develop a mechanism for funding accommodations for people with disabilities. The VC - Business Affairs is on point to provide a framework for these discussions.

Completed

Provide tuition remissions for employees and time for training and skills acquisition (p. 15)

The VC - Resource Management and Planning will work with the VC - Business Affairs to evaluate the proposal for tuition remission related to staff training and skills acquisition. On an ongoing basis, there should be better dissemination of information on programs and funding currently available.

Completed

Increased Support for Women's Center (p. 13, 21)

The Vice Chancellor - Resource Management and Planning will work with the Vice Chancellors - Business Affairs, Academic Affairs, and Student Affairs to determine an appropriate funding mechanism for the Women's Center.

July 1, 1998

Discussions about possible changes to current funding mechanism.

Fall 1999

Capital improvements funded.

September 1998

Increased operational support funded.

July 1999

LGBTI needs a space for its activities and offices.

LGBT Resource Office established.

Fall 1999

June Matters - Donna Nelson

UC San Diego's
June 2007 Response
to the UC President's
Task Force on Faculty
Diversity Report of May 2006

Chancellor's Advisory Committee on Gender Identity and Sexual Orientation Issues (CAC GISOI) Focus Groups Report

Chancellor’s Advisory Committee on Gender Identity and Sexual Orientation Issues (CAC GISOI) Annual Report, 2004 – 2006

Chancellor's Response to the Gender Identity and Sexual Orientation Issues Meeting and Discussion of Committee’s Recommendations

Final Report of the Disability Management Work Group

Chancellor's Response to the Final Report of the Disability Management Work Group

Staff Retention and Support: Report Overview

Report of the Undergraduate Student Experience and Satisfaction Committee

more reports...