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Supportive Infrastructure

UC San Diego aims to create an agile, sustainable, and supportive infrastructure by ensuring dedication to service, people, and financial stewardship. As part of this goal, we have strategies and initiatives focused on:

  • Enhancing financial sustainability through efficient use of existing revenue
  • Ensuring campus has employed best practices in financial tracking and resource allocations
  • Identifying new models for excellent service that prioritize stakeholders while addressing regulatory, compliance, and reporting requirements
  • Assessing organizational structures, policies, and processes to develop new tactics to comply with mandates and regulations
  • Deploying enabling technologies to improve efficiency and service delivery 
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Learn more about resources and efforts to support data-based decision-making and uphold UC San Diego's excellence as a student-centered, research-focused, service-oriented university.  

 

Partnering with the Academic Senate

Under the UC shared governance model, we work closely with the Academic Senate to address campus-wide issues. Our joint senate-administration workgroups perform in-depth analyses and provide recommendations that inform efforts to continuously improve our organizational policies and processes, and develop a more supportive university infrastructure. Visit the Senate's website (senate.ucsd.edu) for information about issues under review as well as reports and recommendations from committees and workgroups. 

Teaching + Learning Commons

  • Engaged Teaching Hub

    The Engaged Teaching Hub (engagedteaching.ucsd.edu) promotes student academic success by working with all UC San Diego educators (faculty, lecturers, TAs, IA, postdocs, and others) to integrate evidence-based practices that support teaching and build effective learning environments.
  • Academic Achievement Hub

    The Academic Achievement Hub (aah.ucsd.edu) provides programming that serves as interactive, academic spaces designed to reinforce and extend student learning in physical and/or virtual environments. These environments offer a wide variety of comprehensive support services and programs to enhance student academic success, retention, and completion rates. The AAH team is dedicated to working effectively with individuals of diverse backgrounds; actively promoting equity and inclusion in courses; and driven by their commitment to continuous learning. 
  • Education Research & Assessment Hub

    The Education Research + Assessment Hub provides leadership, guidance, and resources to help faculty and staff conduct solid educational research to identify opportunities and challenges in an evolving higher education landscape and promotes a culture of assessment at UC San Diego.
  • Digital Learning Hub

    The Teaching + Learning Commons' Digital Learning Hub (digitallearning.ucsd.edu) supports the integration of digital technology and the effective use of multimedia to enhance and promote student success. The team of experts collaborates with departments, faculty, and instructors to re/design courses for online and hybrid learning, develop engaging instructional materials, and utilize appropriate technical tools to enhance the digital learning experience.
  • Experiential Learning Hub

    The Experiential Learning Hub provides opportunities for students to apply what they learn in the classroom to real-world experiences through research, community-engaged learning, global studies, project-based learning, and entrepreneurial pursuits. Find opportunities on the REAL portal, then capture them on your CCR.
  • Writing Hub

    The Writing Hub (writinghub.ucsd.edu) contributes to student success; teaching excellence; and campus equity, diversity, and inclusion efforts through writing-focused programming and services. Through an innovative suite of services, a staff of over 60 highly-trained undergraduate and graduate writing consultants, and strategic partnerships across campus, the hub works with departments, faculty, and students to bring more writing into the educational experience and improve students' ability to use writing for deep learning and as a means make meaningful contributions to their field. 

Transparency & Accountability

  • Institutional Research

    Institutional Research (ir.ucsd.edu) performs research, statistical analysis, and reporting for campus leaders and decision-makers in support of evidence-based planning, evaluation and assessment. Our office collects, analyzes, and interprets a wide variety of data for the purposes of assessing institutional outcomes, measuring institutional performance against strategic planning goals, comparative analysis with peer institutions, and reporting to campus constituencies and external agencies. Some of the information IR provides includes the following: 

    Third Week Enrollment Data 

    Dashboards: Undergraduate and graduate student statistics as well as diversity-related data

    UC Undergraduate Experiences Survey 

    Instruction and Decision Support Analyses, including course load and student direction dashboard, classroom utilization data, economic impact reports, and more. 

  • Equity, Diversity, and Inclusion Accountability

    Transparency and trust are the foundations of an inclusive community. The Office of Equity, Diversity, and Inclusions and UC San Diego conduct regular surveys on EDI issues across campus. Visit their website (diversity.ucsd.edu/accountability) to find the quantitative and qualitative outcomes of our efforts: accountability data dashboards, as well as a series of detailed reports focused on inclusivity - from campus climate feedback to the success of diverse campus committees over the years.

  • Education Research & Assessment

    The Education Research + Assessment Hub promotes equity in educational attainment through continuous improvement of academic programs. The hub's team of experts facilitate systematic analysis of learning environments and student outcomes, as well as help departments and instructors design meaningful data-gathering tools and strategies, evaluate evidence of learning, and interpret and present data to support concrete action to improve outcomes.

  • University of California Information Center

    The University of California Information Center provides numerous reports and analyses ranging from workforce profiles and diversity data to student remote learning and alumni outcomes dashboards, plus much more. Visit universityofcalifornia.edu/infocenter to explore the data.
  • UC Accountability Report

    As a publicly-funded institution, the University of California is accountable to the people of California for how well it performs. The 2020 UC Accountability Report provides the thirteenth annual comprehensive assessment of the University's progress in meeting key teaching, research and public service goals across its 10 campuses. 

  • Academics@UCSD Survey

    UC San Diego is invested in the well-being and success of its academic appointees, and in the continuous improvement of its work environment. The Center for Faculty Diversity & Inclusion launched the Academics@UCSD survey to better understand and improve the experiences of Academic employees at UC San Diego, including those of faculty, researchers, and librarians.
  • Staff@Work Survey

    The first of its kind in the UC system, the annual Staff@Work survey offers represented and non-represented UC San Diego staff the opportunity to share their thoughts anonymously about their office environment. The results help campus leaders assess the climate in the workplace, implement department-specific interventions, and track progress towards improvement.

Enterprise Systems Renewal

  • Data and Analytics

    Historical and future data for key information areas are kept in Activity Hub data repositories. Individual hubs aggregate advancement & alumni, employee, facilities, financial, research and student activity data, which can be analyzed using Cognos and Tableau data visualization. Some of the data hubs  and ESR projects include: 

    The Student Activity Hub: A central location for multiple sources of student data, including the Integrated Student Information System (ISIS). This was the first Hub to launch with data to support analysis of enrollment, demographic, major/minor, statistics per term, progression, retention, graduation and time to degree.

    In future phases, the Student Activity Hub will support analysis of learning analytics, student engagement, student success, applicants/applications, test scores and scholarships.

    Research Activity Hub: This project supports analytics around faculty appointments and publications, sponsored projects, research compliance and research portfolios, data from COEUS contracts and grants, Kuali's Research administrationConflict of Interest and Protocols, Interfolio academic appointment and PPS payroll.

  • Information Technology Infrastructure

    Infrastructure projects are at the core of the ESR initiative and ensure new systems are able to work together and that user access is properly controlled and secure. An example of one of these projects is focused on our Electronic Data Management System (EDMS)

    OnBaseThe Enterprise Document Management System (EDMS) is designed to improve workflows and optimize business processes. The project will bring the university closer to being a paperless environment, improve security for critical documents and files, and establish a central document repository that will become the university's system of record. 

  • Faculty Systems

    The ESR initiative also has several projects aimed at supporting faculty and compliance with policies and regulations, including: 

    AP Next: As part of a three-year project, the Academic Personnel Services Office and the EVC’s office, in partnership with IT Services, has migrated to Interfolio, an enhanced "faculty-first" higher education technology that offers a digital solution for faculty review, tenure and promotion. The AP Next project includes faculty activity collection and CV creation, and an enhanced academic personnel database.

  • Student Systems

    There are several projects underway that will replace outdated business systems and strengthen coordinated, comprehensive support for students. Some of the projects include: 

    Student Information System: project focused on the replacement of current student information systems and processes. The new student system will provide a comprehensive, modern solution for the university’s business needs, freeing up employees to focus their time and effort on advancing the education, research and public service mission of UC San Diego.

    More specifically, the updated system will ensure UC San Diego's culture of innovation, ambition and data-driven decisions continue as the university experiences unprecedented growth.

    Degree Audits: The uAchieve project is an upgrade to the Campus Degree Audit Reporting System (DARS),  combining degree audit reporting, academic planning and schedule building to support student and advisor collaboration for planning an academic career. DARS sets the foundation for interactive audits, degree planning, seamless transfer articulation and NCAA tracking and financial aid verification. 

    Undergraduate Admissions: Slate is the undergraduate admissions process solution implemented in partnership with Enrollment Management. Slate contact management, outreach, travel management, online applications and online reading features allow management of all interactions, communications, applications, test scores, relationships and materials for student admissions. 

Workgroups and Task Forces

  • Abusive Conduct and Bullying by Faculty

    In 2017, a workgroup was charged with providing recommendations to improve the communication of existing campus policies and processes related to bullying or changes to university policies to ensure UC San Diego is operating in accordance with best practices for higher education. This group was convened after reports by Senate members of incidents of bullying by faculty that did not appear to be satisfactorily resolved.  

    Report of the Senate-Administration Workgroup on Bullying

    Implementation 

    In the time since the workgroup made its recommendations, we have had the benefit of learning from peer institutions that have initiated formal processes for addressing allegations of bullying. Their experiences demonstrated the need to educate our university community about the standards of acceptable conduct and provide resources to support leaders in responding to allegations of inappropriate behavior by faculty.  

    Academic Personnel Services (APS) has shared resources related to abusive conduct and bullying, including general guidance for administrative leaders and anti-bullying resources for faculty. Department chairs may also contact AP staff to request a detailed Abusive Conduct Toolkit for Administrators, and this topic is addressed at the required quarterly workshops for academic leadership, including department chairs, provosts, and division chiefs. Visit the APS website for details. 

  • Academic Advancement in the Wake of COVID-19

    The Senate-Administration Workgroup on Academic Advancement in the Wake of COVID-19 was empaneled in Spring Quarter 2021 and charged with assessing the short- and long-term impacts of the ongoing public health response to the COVID-19 pandemic on the research, teaching, and service missions of UC San Diego faculty. 

    Report of the Senate-Administration Workgroup on Academic Advancement in the Wake of COVID-19

    Implementation

    Details about how the workgroup's findings and recommendations may be implemented are forthcoming. 

  • 2020 Budget Planning Guidance

    The public health emergency caused by the COVID‐19 pandemic has had significant impacts at the national, state, and local levels. One result was a significant budget reduction at UC San Diego.  To guide the academic divisions and other units in Academic Affairs, EVC Simmons charged a broadly constituted task force with developing principles by which budget reductions in the academic divisions could be implemented Their recommendations formed the basis for the budget reduction plans created by the academic divisions.

    Report of the Summer General Campus Task Force on Budget Planning (SSO required) 

  • Faculty Recruitment

    This workgroup convened in 2018-2019 and charged with developing a comprehensive faculty recruitment policy for academic appointments that streamlines and improves current practices while supporting our institutional goals for excellence and diversity. 

    Report of the Senate-Administration Workgroup on Faculty Recruitment

  • Faculty Workload

    Faculty are periodically reviewed for merit and promotion advancement based on their scholarly activity (research and/or creative activity), teaching, both University and professional service, and contributions to diversity. There is considerable variation across campus regarding departmental standards in each of these areas.In some cases, departments have developed internal workload standards that provide broader holistic metrics of faculty engagement. In these cases, there are points assigned to departmental teaching (undergraduate and graduate), service, and graduate student mentoring activities. In addition, teaching is not just quantified by number of courses, but by enrollment as well.

    This workgroup convened in 2019 and was originally charged to document departmental workload standards, consult departments on workload standards in the overall context of the university, and recommend a process through which workload standards may be modified. 

    Report of the Senate-Administration Workgroup on Faculty Workload 

    Implementation

    This workgroup reconvened in 2020 with a supplemental charge to develop university principles on equitable service expectations as well as standardized and consistent guidelines to advise departments on how to account for the work of their faculty. 

    Response to supplemental charge for Senate-Admin Workgroup on Faculty Workload

  • Graduate Funding

    This workgroup convened in 2018-19 and was charged with proposing alternative graduate funding allocation methods that will (1) be fiscally sustainable, (2) better align the pedagogical demands of graduate and undergraduate education, (3) ideally provide graduate students with a minimum stipend and sufficient time for dedicated scholarship and (4) allow additional graduate students to be access extramural funds.

    Report of the Senate-Administration Workgroup on Graduate Funding 

    Implementation

    Since the release of the report, the university has undertaken a comprehensive reform of graduate student funding to improve transparency and enhance financial support for Doctoral and MFA students.   

    The Graduate Division has created a collaborative resource to share information about these strategic efforts, including summary of the overall implementation plan. Please visit their collab site for campus partners for details, including all major communications related to this topic and answers to frequently asked questions.  

  • Holistic Teaching Evaluation

    This workgroup was originally charged in 2019 with developing recommendations that would allow the university to: Identify and make available multiple existing tools for teaching evaluation; establish a campus culture where both formative and summative assessment of teaching and learning is standard practice and institute or augment faculty development programs.

    Report of the Senate-Administration Workgroup on Holistic Teaching Evaluations

    Implementation

    Recognizing that a shift to holistic teaching evaluation represents a major culture shift, both the workgroup and the Senate Council recommended the formation of a committee to oversee the process. Thus, a Senate-Administration Holistic Teaching Evaluation Implementation Task Force was convened in Fall 2020 and charged with identifying processes for formative assessments and summative evaluations and developing the necessary infrastructure to move forward with portfolio reviews as the main method of evaluating teaching effectiveness. In addition, the task force will also suggest ways in which the Teaching + Learning Commons may assist with the teaching evaluation process, without participating in individual evaluations. 

  • Policies and Practices for Teaching Professors

    This workgroup convened in 2018-19 and was originally charged to undertake a study and provide a set of recommendations about how UC San Diego might change its local practices and PPM policies not mandated by APM requirements or non-PPM policies in ways that better support teaching professors and provide appropriate guidance to unit leaders. 

    Report of the Senate-Administration Workgroup on Policies and Practices related to Teaching Professors

    Implementation

    In response to the recommendations from this workgroup, the university is making changes to policies and practices that will lead to greater equity in compensation and appointments, academic reviews, and teaching expectations for ladder rank and teaching faculty. One of the steps involves training department chairs and academic personnel staff on best practices for working with the teaching professor series.  A more tangible outcome is currently underway to regularize the appointment and academic review processes between the teaching faculty and ladder rank faculty regarding the delegation of certain actions to dean’s authority.