Human Resources and Benefits - April 18, 2023

Human Resources & Benefits

Current Strategies & Issues

Judy Boyette

Academic Business Officers GroupApril 26, 2004

HR/B Critical Issues

• Budgetary and economic conditions vis a vis UC’s mission

• Systemwide leadership and planning in a decentralized environment

• Increasing regulatory and labor pressures

HR/B MissionSystemwide Human Resources and Benefits leadership to build a diverse workforce to most effectively support UC’s mission of teaching, research and public service

Seven HR/B Strategies: 1

Address the application of the UC funding model to the structure of UC Human Resources programs and policies

HR/B Strategies: 2To develop a progressive human resources system to build and maintain a productive workforce

HR/B Strategies: 3Position our Retirement Program for long-term sustainability and alignment with our stated philosophy

HR/B Strategies: 4Position our Health and Welfare Programs for both long-term sustainability and alignment with our stated philosophy

HR/B Strategies: 5

To assure consistent and accountable HR operations across the University in response to The Regents’ request to align location practices with systemwide HR/B policies and labor contracts

“Appropriate consistency”

HR/B Strategies: 6Address the issue of a possible loss of individuals in critical positions in light of increased numbers of retirement eligible faculty and staff

HR/B Strategies: 7Improve, in all aspects, our Labor Relations environment

Components of StrategyRetirement Plans

Email to the President: “Will the University consider offering faculty and/or staff a voluntary early retirement incentive program (i.e., a VERIP) in the near future?”

Bob Dynes: The short answer is "no."

VERIP

UCRP Funding Status

0

20

40

60

80

100

120

140

160

Fu

nd

ed

Rati

o

Actual

Forecast w /o Contributions

Forecast w /Contributions

Components of StrategyRetirement Plans

• Proposal of new 457 Plan for Regents review/approval in May

• RFP for master record-keeper -- implications for investment options

• New investment options in 403(b)

UC Medical Plan Cost Trends

Medical Cost Trends (millions)

$697

$394

$453

$520

$598

$394 $394 $394 $394

$300

$500

$700

2002 2003 2004 2005

Total Gross Premium

(Inflation @ 22% in 2003 20% in 2004; 15% in 2005)

UC contribution with 15%

Increase

UC contribution with no Increase after 2002

Data for campus only; does not include DOE labs, ASUCLA ,

Hastings or retirees

October 2002 Quarterly Statistics

$414

$505

$606

Calendar Years

($ millions per year)

$697

$453

$520

$598

$394 $394 $394 $394

$300

$500

$700

2002 2003 2004 2005

Total Gross Premium (Inflation @ 22% in 2003 20% in 2004; 15% in 2005) UC contribution with 15% Increase UC contribution with no Increase after 2002

,

$414

$505

$606

($ millions per year)

$697

$453

$520

$598

$394 $394 $394 $394

$300

$500

$700

2002 2003 2004 2005

Total Gross Premium

(Inflation @ 22% in 2003 20% in 2004; 15% in 2005)

UC contribution with 15%

Increase

UC contribution with no Increase after 2002

,

$414

$505

$606

Components of StrategyHealth & Welfare Contributions

• 2003: Introduced 4 levels of coverage, with new adult and child(ren) category

• 2003: Transition allowance for those with salaries of $40,000 or less

• 2004: Health Care Reimbursement Acct.

• 2004: Introduced 4 salary bands to equate premium cost to pay level

Components of StrategyLabor Relations

• Howard Pripas - new Executive Director of UC Labor Relations

• New structure for labor negotiations endorsed by Executive VC’s and Administrative VC’s

• Increased collaborations with unions in a non-bargaining format

Whistleblower Policy

• New policies effective Oct. 2002

• Policy on reporting of improper activities

• Policy for protection of whistleblowers from retaliation

People Management Initiative

• Formerly known as Supervisory Training Initiative

• Progress even in troubled budget times

• Pilot program at UCSD

Questions & Answers