University of Michigan Human Capital Report Highlights – 2015 Laurita Thomas, Associate Vice President for Human Resources Thomas Palmer, Senior Business Analyst – Human Resources

1

Overview The Human Capital Report, now in its eleventh edition, provides critical data for human resource decision making. A significant part of the University budget is committed to our workforce to fund compensation and benefits, making human resource data critical to our stewardship and to building our investment. Using human resource data to understand changing demographic trends allows us to consider proactive plans that respond to challenges and help sustain our leadership position as one of the nation’s greatest public research universities. For 2015, the Human Capital Report has been redesigned using Tableau software and expanded to include an:  

Ability to produce campus, major unit and departmental reports; Ability to view the reports in a web browser, print or export the report;



The 2015 Human Capital Report is organized in the following sections:



o

Employee Profile

o

Employee Trends

o

Staff Recruitment Profile

o

Retirement Outlook

o

Financial Profile

This executive summary: o

Provides updates on key HR metrics

o

Provides examples of how the university community is utilizing the Human Capital Report

2

Ann Arbor Campus (excluding the University of Michigan Health System) Comparison of Compound Annual Growth Rate (CAGR) 2009 - 2014 of Key Activity Indicators with Faculty & Staff FTE Growth NOTE: See Appendix A for Additional Detail

Key Activity Indicators

FTE Growth by Employee Type

18.3%

5 Year Compound Annual Growth Rate

18.0%

13.0%

10.7%

8.0%

4.5% 3.2% 3.0%

1.7%

2.8%

4.4% Overall Non-Instructional 5 Yr. CAGR was 0.9%

2.4%

1.6%

1.3% 0.3%

0.6%

-0.1% -2.0% Total Enrollment

Student Credit Hours

Freshman Applications

Graduate/ Professional Applications

Volume of Research

Gifts

-0.4%

Campus Buildings (excluding UM Health System)

Instructional Faculty

Academic, Instructional, and Student Services

Research Staff

Fund Raising

Information Technology

Facilities

Administration (Admin, HR, Finance, Purchasing)

5 Yr CAGR

1.7%

1.6%

10.7%

3.2%

2.8%

18.3%

0.6%

1.3%

4.5%

2.4%

4.4%

0.3%

-0.1%

-0.4%

5 Yr #Change

3,459

94,087

19,811

6,784

$167,453,390

$248,645,407

825,472

183

205

106

49

18

-10

-67

3

Faculty and Staff Demographic Trends 2010-2014 Generations

STAFF: All Campuses

FACULTY: All Campuses

4

Where We Live

By State

Michigan by County

Top 10 Cities by Campus Ann Arbor

City Ann Arbor Ypsilanti

Hospitals & Health Centers

No. of Employees 14307 2388

Dexter

624

Saline

595

Canton

529

Brighton

352

Chelsea

351

Pinckney

330

Whitmore Lake

299

Plymouth

276

Other Overall Total

5530 25581

% of Total

City 56% Ann Arbor

No. of Employees 3859

9% Ypsilanti 2% Canton

2363

2% Brighton 2% Belleville

554

1% Howell 1% Saline

473

1% Pinckney 1% Dexter

437

1% Plymouth 22% Other

348

100% Overall Total

769 491 470 418

7389 17571

Dearborn

% of Total

City 22% Dearborn 13% Ann Arbor 4% Canton

Flint

No. of Employees 167 116 66

3% Livonia 3% Detroit

48

3% Dearborn Heights 3% Northville

43

2% Farmington 2% Plymouth

35

2% Westland 42% Other

100% Overall Total

45 38 32 29

455 1074

% of Total

City 16% Flint

No. of Employees

% of Total

247

21%

179

15%

64

5%

4% Fenton 4% Flushing

57

5%

56

5%

4% Ann Arbor 4% Swartz Creek

34

3%

31

3%

3% Linden 3% Clio

27

2%

26

2%

3% Burton 42% Other

24

2%

441

37% 100%

11% Grand Blanc 6% Davison

100% Overall Total

1186

5

6

Recruitment and Retention - Key Indicators

•

Recruitment Activity: – – – – – – –

•

Hiring Levels : Overall hiring was up 17% from the 2012-13 hiring cycle. Time to fill: On average jobs took 68 days to fill during the 2012-13 hiring cycle, the average over the previous 6 years was 63 days to fill. Candidate Source: 60% of these positions were filled by external applicants during 2013-14 hiring cycle. Size of Candidate Pools: Michigan unemployment rates decreased from 8.2% to 6.5% during the 2013-14 hiring cycle and currently is 5.4%, the average number of applicants per staff job opening was 55. Location of Hiring Activity: 57% of the positions filled were in the Hospitals & Health Centers, 40% were Ann Arbor(excluding Hospitals & Health Centers), 1% in Dearborn and 1% in Flint. Types of Job Opportunities: Approximately 89% of the job openings are in nine career families led by Nursing, Patient Care Services, Administration, and Research. Job Groups with hiring goals for minority and women staff: The Ann Arbor Campus (excluding Hospitals & Health Centers) currently has minority goals in 28 of the 108 job groups and female goals in 12 job groups. The Hospitals & Health Centers have minority goals in 23 of 98 job groups and female goals in 6 job groups. (see Appendix A for additional information)

Staff Retention/Turnover: –

– – –

Staff turnover rates are below benchmark comparison rates • Benchmark rates, Educational Institutions 13.4%, Healthcare 18.6% (source: United States Department of Labor) • U-M Overall rate is 8.7% • Ann Arbor (excluding Hospitals & Health Centers) 9.2% • Hospitals & Health Centers 8.3% • Dearborn 10.0% • Flint 6.7% Overall staff retention has averaged 92% over the past five years Overall manager retention has averaged 91% over the past five years U-M named one of ‘Best Colleges to Work For’ for the 7th consecutive year by the Chronicle of Higher Education

7

Key Indicator – Staff Positions Filled All Campuses

Source External Hires

Source of Hire for Filled Staff Positons 2009-10 2010-11 2011-12 2012-13 2584 3105 3917 3159

2013-14 3624

Internal Hires

1540

1874

2108

2016

2425

% External Hires

63%

62%

65%

61%

60%

% Internal Hires

37%

38%

35%

39%

40%

74

70

63

54

55

59

62

66

69

68

Average No. of Candidates Average Days to Fill

8

Key Indicator - Recruitment Type of Job Opportunities Available

Number of Staff Jobs Filled by Career Family 2009-10

2010-11

2011-12

2012-13

2013-14

1400

Over the past 5 years these 9 career families, which account for ~86% of staff employees, have accounted for 89% of the overall staff jobs filled.

1200

Number of Jobs Filled

1000

800

600

400

200

0 Patient Care Services

Nurses

Administration

Healthcare Admin & Support

Research

Service Maintenance

Information Technology

Academic & Student Services

Finance

2009-10

706

666

545

407

691

250

205

142

113

2010-11

852

698

522

522

692

315

356

152

184

2011-12

1033

1271

688

665

665

479

333

159

186

2012-13

852

873

658

575

620

369

335

175

141

2013-14

1161

933

775

772

613

475

331

220

159

Career Family

9

Key Indicator – Turnover Rates University of Michigan Turnover Rate Trends 2009-10 through 2013-14 20.0% Dept of Labor Healthcare

18.0%

16.0% Dept of Labor Educational Services

14.0%

Turnover %

12.0% Ann Arbor 10.0% Flint

8.0% 6.0%

Hospitals & Health Centers Dearborn

4.0% 2.0% 0.0%

2009-10

2010-11

2011-12

2012-13

2013-14

Ann Arbor

10.2%

11.5%

11.5%

9.8%

9.2%

Hospitals & Health Centers

5.9%

6.2%

6.7%

8.1%

8.3%

Dearborn

3.1%

3.9%

6.7%

9.8%

10.0%

Flint

7.1%

7.4%

6.9%

10.9%

6.7%

Dept of Labor Educational Services

11.4%

11.8%

12.3%

12.3%

13.4%

Dept of Labor Healthcare

15.8%

15.5%

17.0%

17.9%

18.6%

10

Key Indicator - Retirement Forecast Annual Retirement Trends and Projections Through 2020

1200

Projected

Actual

1100

1000 Number of Actual or Projected Retirements

•By 2021, 43% of tenured and tenure track faculty, 28% of staff and 45% of managers will be eligible to retire. •Projections suggest that 21% of current tenured and tenure track faculty, 15% of staff and 24% of managers will retire between now and the end of 2020. •Actual retirements in 2013 (446) were 37% lower than projections, principally due to the large number of retirements in late 2012 triggered by changes in the retirement eligibility rules and in the costs of retiree health benefits. •The average age at which faculty and staff are retiring has been increasing and is now at 68 for faculty and 63 for staff.

900 800

Overall 700

Staff

600 500 400

300 200

Faculty Managers

100 0 Faculty Manager Retirees Staff Retirees Overall

2009 89 48 254 391

2010 64 42 348 454

2011 76 78 464 618

2012 120 125 774 1019

2013 74 61 311 446

2014 102 70 367 539

2015 87 70 380 537

2016 103 80 508 691

2017 106 72 529 707

2018 128 112 631 871

2019 138 82 637 857

11

2020 180 97 857 1134

HR Strategic Goal: Leadership Development Strengthen leadership capability and capacity throughout the University of Michigan to encourage high levels of performance and productivity that sustain excellence.

Recruitment and Development of Administrative managers:

• In addition to the changes in senior leadership positions, for the past 5 years, on average, 325 management and supervisor positions are filled. • Roughly 60% of the positions were filled by promotion of current UM staff • ~85 managers a year are projected to retire through 2020. • An additional 400-700 staff per year are projected to retire, many of whom are long service with a wealth of knowledge about U-M operations. • Programs targeted for Leadership development are highlighted on the chart below

Trends in New Hires or Staff Promotions into Manager Positions 2010 - 2014 400

350 300 237

250 200 150

228

243

210

107

102

113

162

100 50

94

140

0

Nov. 2010 Nov. 2011 Nov. 2012 Nov. 2013 Nov. 2014 Total Managers 2671 2735 2833 2856 2935 Continuing Managers 2415 2400 2488 2533 2558 Staff Promoted to Managers 162 228 243 210 237 New Hire Managers 94 107 102 113 140

12

HR Strategic Goal: Leadership Development Strengthen leadership capability and capacity throughout the University of Michigan to encourage high levels of performance and productivity that sustain excellence.

Programs targeted for Leadership development are highlighted on the chart below

Example: B&F Leadership Academy Outcome Measures:

13

Human Resources Strategic Goals •

LEADERSHIP: Strengthen leadership capability and capacity throughout the University of Michigan to encourage high levels of performance and productivity that sustain excellence. – –

•

A variety of leadership development programs exist to support both units and individual faculty and staff . Examples include the Business and Finance Leadership Academy; Plant Academy; Health System Masters Program, CEW Advanced Leadership Skills Program • Business & Finance Leadership Academy has an overall 89% retention rate and 50% or participants have been promoted to new leadership roles at the University. A number of units have implemented performance management programs and are beginning to utilize the Mpathways performance management system tools. As the number of units using these tools grows our plan is to utilize performance data to support recruitment , retention and succession planning.

HEALTH AND WELL-BEING: Improve the university community’s health and well-being, reduce the health care cost trend and enhance productivity. U-M named one of nation's 100 healthiest employers More than 21,000 of U-M’s benefits-eligible population participated in the annual MHealthy Rewards program in 2014, with nearly 18,000 participating in an inperson wellness screening. More than 11,500 individuals participated in Active U. More than 23 million exercise minutes were logged in by Active U participants.

•

EFFICIENCY AND EFFECTIVENESS: Achieve financial efficiency and increase operational effectiveness to support and advance university goals. – –

•

Enhanced e-Recruit to capture veteran and disability information on applicants, faculty and staff to support new federal compliance regulations. AST (Administrative System Transformation) • Phase I went live in August, 2014 • Phase II went live in April, 2015

CULTURE AND CLIMATE: Facilitate a workplace culture and climate that is respectful, inclusive, collaborative, safe and healthy. – –

Chronicle of Higher Education named U-M one of ‘Best Colleges to work for’ for the 7th consecutive year and U-M was named to the Honor Roll which includes institutions cited most often across all recognition categories. VOICES of the STAFF teams partnered with administrative teams to offer input on issues ranging from Benefit Plan improvement, parking &transportation, communications, new employee orientation information, savings & discounts for U-M Staff, skill-building events for supervisors and managers, and helpful tools for career development.

14

Leveraging the Human Capital Data to support workforce planning at UM Human resource management is dynamic in our complex and evolving community, and access to high-quality, accurate decision support data is vital to predicting and successfully responding to workforce trends. Over the past few years a number of units and university task forces have used the Human Capital Report data resources and the expertise of the HRIS staff to support workforce planning, recruitment and succession planning.

Human Capital Report Data has been used to support: University Tasks Forces, Constituent Groups and Unit Based Programs  Ongoing B&F Leadership Academy projects  Onboarding  Retirement Attrition  B&F Succession Planning  Dearborn – Human Capital update  Flint Campus Staffing Trends  Parking & Transportation Services and AATA planning for ExpressRide bus service  Division of Student Life Profile and Trend Data  ITS – FTE data for billing/recharge models  DPSS Accreditation Data  Athletics Department Diversity Recruitment  Rackham – Post Doc analysis  A number of major units have requested special faculty and staff profile and retirement analyses of their units . Policy and Program Initiatives:  Provost’s Committee on Diversity, Equity, and Inclusion  Staff Committee on Diversity, Equity, and Inclusion  Voices of the Staff  HR Community of Practice  Administrative Services Transformation (AST)  IT Rationalization  Committee on Retirement Savings Plan and Retiree Health Benefits  Committee evaluating U-M emergency closure policy  M-Healthy

15

Appendix A Additional Information • Pages 17-20 provide additional information on faculty and staff FTE trends for both the Ann Arbor Campus and the University of Michigan Health System. • Pages 21-23 provide additional information on staff recruitment hiring goals and provide faculty and staff demographic trend data.

16

Faculty and Staff FTE Trends 2009-2014 Ann Arbor Campus (excluding the University of Michigan Health System) All Funds: • Faculty: Over the 5 year period, compound annual growth rate (CAGR) for faculty has been 1.2%. Instructional Faculty had a 5 year CAGR of 1.3% reflecting in part the investment in increasing the number of tenured and tenure track positions. • During the period the CAGR for student enrollment was 1.7% with total enrollment growth of 3,459 students. • Volume of research during the 4 year period from FY 2009-10 to FY 2013-14 had a CAGR of 2.8%, with total research dollar growth of $167,453,390.

• Non-instructional staff: Over the 5 year period, compound annual growth rate (CAGR) for non-instructional staff has been 0.9%. • Recent (5 year) growth is largely attributable to increases in (1) Academic, Instructional, and Student Services, (2) Fundraising, and (3) Research occupations.

General Funds: • Faculty: Over the 5 year period compound annual growth rate (CAGR) for faculty FTE’s on General Fund has been 1.0%. • Non-instructional staff: Over the 5 year period compound annual growth rate for non-instructional FTE staff on the General Fund has been 0.5%. • As with the All Funds FTE’s, recent (5 year) growth in General Fund staff FTE’s is largely attributable to increases in (1) Academic, Instructional, and Student Services, (2) Fundraising, and (3) Research occupations.

17

Faculty and Staff FTE Trends 2009-2014 Ann Arbor Campus (excluding the University of Michigan Health System) ALL FUNDS

FTE's

Change

Nov. 1, 2009

Nov. 1, 2012

Nov. 1, 2013

Nov. 1, 2014

5 Yr #Change

5 Yr CAGR

2 Yr #Change

2 Yr CAGR

3,270 2,702 569

3,411 2,801 610

3,440 2,833 607

3,476 2,885 591

206 183 23

1.2% 1.3% 0.8%

66 84 -18

1.0% 1.5% -1.5%

37 52 -15

1.1% 1.8% -2.5%

10,040

10,190

10,277

10,476

436

0.9%

286

1.4%

200

1.9%

834 3,173 2,286 203 1,274 301 839 1,130

965 3,123 2,230 215 1,279 292 918 1,169

983 3,120 2,226 233 1,282 304 939 1,188

1,039 3,106 2,276 252 1,292 311 945 1,254

205 -67 -10 49 18 11 106 124

4.5% -0.4% -0.1% 4.4% 0.3% 0.7% 2.4% 2.1%

74 -16 46 36 14 19 28 86

3.8% -0.3% 1.0% 8.1% 0.5% 3.2% 1.5% 3.6%

56 -14 50 19 10 7 6 66

5.7% -0.4% 2.3% 8.2% 0.8% 2.2% 0.7% 5.6%

Nov. 1, 2009

Nov. 1, 2012

Nov. 1, 2013

Nov. 1, 2014

TOTAL for all Faculty Instructional Faculty Primary (Research) Faculty

2,656.81 2,406.40 250.41

2,712.71 2,477.11 235.60

2,755.08 2,506.94 248.14

2,794.90 2,556.60 238.30

5 Yr #Change 138.09 150.19 -12.11

5 Yr CAGR 1.0% 1.2% -1.0%

2 Yr #Change 82.19 79.49 2.71

2 Yr CAGR 1.5% 1.6% 0.6%

*TOTAL for all Non-Instructional Staff Academic, Instructional, and Student Services Administration Facilities Fund Raising Information Technology Patient Care Research Other

4,538.59

4,572.05

4,616.20

4,653.44

114.85

0.5%

81.39

0.9%

37.24

0.8%

645.68 1,947.62 256.59 87.03 789.65 56.97 203.47 551.57

698.48 1,890.02 257.60 98.42 754.84 62.81 249.12 560.76

721.79 1,939.84 265.38 110.57 704.45 55.42 262.41 556.35

770.22 1,949.07 246.71 110.07 722.47 58.26 266.40 530.24

124.54 1.45 -9.88 23.04 -67.18 1.29 62.93 -21.34

3.6% 0.0% -0.8% 4.8% -1.8% 0.4% 5.5% -0.8%

71.74 59.05 -10.89 11.65 -32.37 -4.55 17.28 -30.52

5.0% 1.6% -2.1% 5.8% -2.2% -3.7% 3.4% -2.8%

48.43 9.23 -18.67 -0.50 18.02 2.84 3.99 -26.11

6.7% 0.5% -7.0% -0.5% 2.6% 5.1% 1.5% -4.7%

TOTAL for all Faculty Instructional Faculty Primary (Research) Faculty *TOTAL for all Non-Instructional Staff Academic, Instructional, and Student Services Administration Facilities Fund Raising Information Technology Patient Care Research Other

GENERAL FUNDS

FTE's

1 Yr 1Yr #Change %Change

Change 1 Yr 1Yr #Change %Change 39.82 1.4% 49.65 2.0% -9.83 -4.0%

ACTIVITY FY10 40,166 1,125,448 29,965 39,595 $1,132,702,650 $188,259,881

5 Yr # 5 Yr 2 Yr # 2 Yr 1 Yr # 1 Yr % FY13 FY14 FY15 Change CAGR Change CAGR Change change 43,426 43,710 43,625 3,459 1.7% 199 0.2% -85 -0.2% 1,216,802 1,219,535 1,219,535 (3) 94,087 1.6% 2,733 0.1% 42,544 46,813 49,776 19,811 10.7% 7,232 8.2% 2,963 6.3% 46,041 47,796 46,379 6,784 3.2% 338 0.4% -1,417 -3.0% $1,321,643,729 $1,300,156,041 $1,300,156,041 (3) 167,453,390 2.8% -21,487,689 -0.8% $366,814,355 $436,905,288 $436,905,288 (3) 248,645,407 18.3% 70,090,934 9.1% -

Total Enrollment Student Credit Hours Freshman Applications Grad/Professional Applications Volume of Research Gifts Campus Buildings (excluding Health System/NCRC) 26,715,932 27,120,768 Note: (3) Data for FY15 are not available. The FY14 figures are displayed instead.

27,541,404

27,541,404 (3)

825,472

0.6%

420,636

0.8%

-

-

18

Faculty and Staff FTE Trends 2009-2014 University of Michigan Health System (Medical School , Hospitals & Health Centers) All Funds: • Faculty: Over the 5 year period compound annual growth rate for UMHS faculty has been 3.1%. Instructional Faculty had a 5 year CAGR of 3.6% reflecting in part the investment in increasing the number of tenured and tenure track positions. • Non-instructional staff: Over the 5 year period compound annual growth rate for UMHS non-instructional staff has been 4.0%. • Recent (5 year) growth is largely attributable to increases in (1) Patient Care (including Nurses, Patient Care Services staff),(2) Healthcare Administration, Information Technology (MiCharts), and (3) Research occupations. General Funds: • Overall there has been a net decrease in General Fund FTE’s in UMHS. • Faculty: Over the 5 year period compound annual growth rate (CAGR) for UMHS faculty FTE’s on General Fund has been 1.2%. • Non-instructional staff: Over the 5 year period compound annual growth rate (CAGR) for UMHS non-instructional FTE staff on the General Fund has been -9.5%.

19

Faculty and Staff FTE Trends 2009-2014 University of Michigan Health System (Medical School , Hospitals & Health Centers) ALL FUNDS

FTE's

Change

Nov. 1, 2009

Nov. 1, 2012

Nov. 1, 2013

Nov. 1, 2014

5 Yr #Change

5 Yr CAGR

2 Yr #Change

2 Yr CAGR

2,043 1,715 328

2,289 1,935 355

2,318 1,986 332

2,385 2,046 339

342 331 11

3.1% 3.6% 0.7%

95 111 -16

2.1% 2.8% -2.3%

67 60 7

2.9% 3.0% 2.1%

15,100

17,376

17,570

18,358

3,258

4.0%

982

2.8%

788

4.5%

38 2,297 1,232 54 789 9,141 1,419 131

40 2,547 1,350 59 955 10,659 1,605 161

35 2,593 1,386 66 987 10,762 1,568 173

34 2,697 1,417 72 1,001 11,391 1,567 179

-4 400 185 18 213 2,250 148 47

-2.2% 3.3% 2.8% 6.0% 4.9% 4.5% 2.0% 6.3%

-6 151 67 12 46 732 -38 17

-7.5% 2.9% 2.4% 10.0% 2.4% 3.4% -1.2% 5.3%

-1 104 31 6 14 629 -1 6

-3.5% 4.0% 2.2% 9.2% 1.4% 5.8% 0.0% 3.6%

Nov. 1, 2009

Nov. 1, 2012

Nov. 1, 2013

Nov. 1, 2014

TOTAL for all Faculty Instructional Faculty Primary (Research) Faculty

185 158 26

186 155 32

187 160 27

196 171 25

5 Yr #Change 11 13 -1

5 Yr CAGR 1.2% 1.5% -1.1%

2 Yr #Change 10 16 -6

2 Yr CAGR 2.5% 5.1% -10.9%

*TOTAL for all Non-Instructional Staff Academic, Instructional, and Student Services Administration Facilities Fund Raising Information Technology Patient Care Research Other

374

319

265

227

-147

-9.5%

-92

-15.7%

-38

-14.3%

14 169 13 2 63 45 58 11

4 151 4

2 130 2

2 113 2

-31.0% -7.8% -28.7%

-2 -38 -1

-29.8% -13.6% -19.9%

0 -18 0

16.5% -13.5% 5.3%

26 39 88 7

19 31 73 8

22 26 59 3

-11 -56 -11 -2 -41 -19 1 -8

-19.2% -10.4% 0.3% -22.4%

-4 -13 -29 -4

-8.2% -18.6% -18.2% -34.6%

3 -5 -14 -5

16.2% -15.7% -18.9% -63.4%

TOTAL for all Faculty Instructional Faculty Primary (Research) Faculty *TOTAL for all Non-Instructional Staff Academic, Instructional, and Student Services Administration Facilities Fund Raising Information Technology Patient Care Research Other

GENERAL FUNDS

FTE's

1 Yr 1Yr #Change %Change

Change 1 Yr 1Yr #Change %Change 9 4.9% 11 6.9% -2 -7.3%

20

Key Indicator – Recruitment and Retention Job Groups with Hiring Goals for Minority and Women staff The table below provides a comparison of the number of occupational job groups, with hiring goals for women or minorities, in 2013 vs. 2014 for each campus. A job group is comprised of a number of job titles associated with the same ‘standard occupational group’. The Standard Occupational Classification (SOC) system is used by Federal agencies to classify workers into occupational categories for a variety of purposes including the development of Affirmative Action Plans. During 2013 the Dept. of Labor made available new labor market availability data from the 2010 Census. In many cases the labor market availability rates for minorities in UM job groups increased resulting in an increase in job groups with hiring goals.

Ann Arbor - Placement Goals of Note Women Instructional Services Professionals Environmental Health & Safety Specialists Service Maintenance Food & Custodial Health Care Aides

Job Groups with Hiring Goals

Women Ann Arbor Hospitals & Health Centers Dearborn Flint

Number of Job Groups 108 98 57 69

2013 8 4 2 5

2014 12 4 3 5

People of Color Ann Arbor Hospitals & Health Centers Dearborn Flint

108 98 57 69

25 24 3 8

30 26 9 9

Difference 2015 2014-15 12 0 6 2 4 1 4 -1

28 23 5 10

-2 -3 -4 1

People of Color Administration Exec. & Admin. IT Business Systems Analysts Communications & Marketing Exec./Admin & Professionals Miscellaneous Executives & Administrators Professional Support Staff Hospitals & Health Centers - Placement Goals of Note Women Health Care Aides Respiratory Therapy Technicians People of Color Health Care Execs. & Admin. Professional Support Staff IT Exec./Admin and IT Business Systems Analysts Dieticians Nursing Supervisors & Clinical Nurse Coordinators Physical Therapists

21

Faculty Demographic Trends – All Campuses Ethnicity/Race

2010-2014

Gender

22

Staff Diversity Demographic Trends – All Campuses 2010-2014 Ethnicity/Race

Gender

23