The Opportunity

The University of California, Merced is the newest of the University of California system’s 10 campuses and the first American research university built in the 21st century. With more than 9,000 undergraduate and graduate students, UC Merced offers an environment that combines a commitment to diversity, inclusion, collaboration and professional development. With bachelor’s, master’s and doctoral degree programs, strong research and academic partnerships, and community involvement, the UC Merced campus is continually evolving and requires talented, knowledgeable and dynamic educators, researchers, management and staff.

Ranked among the best public universities in the nation by U.S. News and World Report, UC Merced is uniquely equipped to provide educational opportunities to highly qualified students from the San Joaquin Valley and throughout California. The campus enjoys a special connection with nearby Yosemite National Park, is on the cutting edge of sustainability in construction and design, and supports the economic development of Merced and the region.

Recently, UC Merced completed the $1.3 billion public-private partnership, the Merced 2020, nearly doubling the physical capacity of campus adding new classrooms, labs, and additional student housing to enhance student life, enable academic distinction, and expand access.

 

The Position

Role of the Associate Vice Chancellor/Dean of Students for University of California, Merced

Reporting to the Vice Chancellor for Student Affairs, the Associate Vice Chancellor and Dean of Students (AVC/DoS) is responsible for matters related to student persistence, engagement and learning support. The position is charged with supporting the student success goals of the institution and Division of Student Affairs through development, implementation and ongoing assessment of programs and services that foster education, retention and excellence among the student body. The AVC/DoS provides oversight over the human resources, budget and programmatic activities of the Bright Learning Center, the Office of Student Involvement, the Office of Student Rights and Responsibilities, Student Accessibility Services, the Office of Social Justice Initiatives and Identity Programs, the Student Response Team, and serves on the Behavior Intervention Team. In addition, the AVC/DoS provides leadership both within the Division and also across campus on matters related to the students’ experience, the intersection of curricular and co-curricular programmatic development, the continued development of a diverse and supportive campus culture as well as oversight for student crisis management and mediation. The AVC/DoS oversees 40 employees with seven direct reports, and administers an annual budget of approximately $10 million.

History of the Position

UC Merced has had two individuals serve in the AVC/DoS role. Dr. Charles Nies was the first AVC/DOS the campus community had ever known. He began his career at UC Merced in 2005. In 2014, the Vice Chancellor for Student Affairs retired and Dr. Nies assumed the role of interim Vice Chancellor until July 2016 when he was officially named the Vice Chancellor for Student Affairs.

In early 2017, UC Merced embarked on a national search to bring their second AVC/DoS to campus. Dr. Jonathan Grady accepted this position and has exceptionally served the campus community. With Dr. Grady’s decision to accept a new position, UC Merced is once again conducting a national search to select the best person to fill this critical role.

Opportunities and Challenges of the Role

In transitioning to UC Merced, the AVC/DoS will encounter the following opportunities, priorities, and challenges, as shared by key University stakeholders:

  • UC Merced’s mission is focused on teaching, research, and public service while promoting and celebrating the diversity of all members of the community. The AVC/DoS will embrace this mission and ensure that all programs, services, initiatives, and endeavors of the office align with and support this mission and the students of UC Merced.
  • The AVC/DoS can truly make a positive difference in the lives of the students, but also for their staff, the division, the institution, and the Merced community.
  • The high need nature of UC Merced students must be understood, integrated, and demonstrated throughout the division’s work.
  • Helping the division successfully navigate the return to campus this fall and all that will entail.
  • UC Merced, as a young institution, continues to experience a good amount of change; a new AVC/DoS will need to be well-equipped to work in a continually evolving environment and to facilitate the staff’s knowledge, understanding, and acceptance of changes.
  • Earn the respect of the campus community through accessibility, visibility, transparency, and positive follow-through.
  • Help to facilitate intentional, strategic change that is pro-active and works to enhance the mission and values of UC Merced.
  • The staff need an experienced leader to infuse energy, innovative ideas, and a focus on their purpose within the organization as the students and staff return to campus.
  • UC Merced is a young institution with an exciting future. The AVC/DoS will play a vital role in the further development of campus life and the student experience as well as the institution’s mark on the Merced community and higher education.
  • The AVC/DoS is expected to share in leadership decisions and initiatives focused on the future of not just the Division of Student Affairs, but also the institution.
  • Bring an entrepreneurial spirit to the position with creative approaches to allocating resources, cultivating donors, fundraising, and providing new services and programs.
  • Build an exemplary team through the thorough evaluation of the current staff structure, enhancing current staff’s morale, and creating a culture of honest information sharing and solicitation of others’ input
  • Ability to positively represent Student Affairs and its work to the campus and the community by accurately and authentically telling their “story.”
  • The AVC/DoS must be extremely visible and approachable on campus as well as within the Merced community.
  • The new AVC/DoS must take the time to get to truly get to know the entire staff, their roles, talents, and contributions to the organization and student success.

Measures of Success

At an appropriate interval after joining UC Merced, the following items will initially define success for the new executive director. The new AVC/Dos will have:

  • Worked to help students feel empowered, valued, and well-supported both academically and personally; students are comfortable speaking with the AVC/DoS and actively seek this person for assistance and advice.
  • Established a strong rapport and vibrant campus life with students by being involved, visible and engaged in all aspects of campus life.
  • Become a highly visible leader on campus, authentically representing student affairs to the campus community.
  • Worked to enhance internal communication to keep all staff appropriately informed of policies and procedure updates and other changes.
  • Continued the use of assessment and data-driven decisions within the division.
  • Ensure all programs and services align with the mission and values of the institution.
  • Become a valued and trusted member of the UC Merced community, known by faculty, staff and students.
  • Established strong working partnerships within the institutional leadership, direct reports, students, faculty, and key institutional colleagues.
  • Built a strong staff that feels supported, valued, empowered, and unified by a common vision; increased morale and professional development opportunities for all staff; provided stability in times of change.
  • Established relationships with the Merced community and be working to solidify partnerships and collaborations within the community.
  • Created effective methods of communication with students to successfully respond to needs and concerns.

Qualifications and Characteristics

The successful candidate will possess a master’s degree in a related field with at least ten years of related experience in higher education. A doctoral degree is preferred. The ideal candidate will possess highly sophisticated skills in strategy development, systems planning, project and change management; the ability to establish mission and goals at the macro level and lead the office team to develop goals in alignment with the institution’s mission; expert leadership abilities; and the interpersonal skills to effectively lead, motivate and influence others. In addition, candidates must have experience in employee development, supervision and assessment; knowledge of organizational climate and multicultural competence; the ability to effectively interact with students, staff, faculty, alumni, parents and community members; strong counseling, advising and conflict resolution skills; knowledge of general business practices and fiscal management; and knowledge of best practices and trends.

Additionally, stakeholders at UC Merced identified the following characteristics and attributes when considering the position of associate vice chancellor/dean of students (in no particular order):

  • An understanding and deep commitment to social justice, demonstrated cultural competence with strong belief in the value of diversity in enriching the learning experience and the quality of life on campus.
  • Embodies a positive energy, sense of innovativeness and creativity that is infused within the division.
  • Compassionate, accessible, transparent, ethical leader with excellent communication skills to clearly articulate vision, direction and purpose and earn the respect and confidence of the faculty, staff, students, parents, and alumnae/i.
  • A strong systems thinker with the ability to assist the division in a pro-active approach to upcoming trends, issues, and needs.
  • A proven record of implementing change, establishing a vision and direction for an office/department, motivating staff and students to embrace change, and successfully creating new programs and initiatives to enhance the quality of campus life for all students.
  • Ability to effectively manage daily activities and operations while always being cognizant of the larger issues impacting higher education on a regional, state, and national level.
  • A truly inspirational leader that students and staff believe in and support who fully embraces educational access and equity as the foundation of the division’s work.
  • Strong supervisory experience with a proven ability to engage in identity specific supervision, mediate conflicts, and make tough decisions when necessary.
  • Profound interest in student development with a broad knowledge of student life, best practices, the profession, and a commitment to encourage and support professional development experiences at all levels within the division.
  • Ability to genuinely connect with, support, and relate to a highly engaged, diverse, and intelligent student body by being visible and accessible to all students, attending student events of all kinds, and serving as a strong resource.
  • Committed to continuing a student-centered approach to learning and engagement throughout the department’s programs and services.
  • Credible, engaging, supportive, empathetic, and approachable supervisor with knowledge of the responsibilities of each staff member’s position, respect for their work and contributions, and adept at advocating for staff and students, their programs, and needs.
  • Commitment to using best practices, technology, and innovation to continually provide students with cutting-edge programs and services.
  • Strong community builder and collaborator, capable of building bridges to departments, faculty, staff, students, and the community of Merced.
  • Skilled in the collection of data and ability to analyze and make educated decisions.
  • Strong commitment to the professional development and mentoring/coaching of all staff.
  • Highly energetic individual with a strong sense of self and ability to appropriately infuse humor and enthusiasm into the workplace and campus community.
  • Understanding and appreciation of how academic affairs, business affairs, and student affairs intersect to provide a holistic experience for students.
  • Solid understanding of student activism, protests, demonstrations, and the First Amendment.
  • Understanding and experience with the use of social media to connect with students and the campus community.
  • Demonstrated leadership ability with excellent management skills, the ability to manage feedback with constructive action and build a solid framework to effectively develop and manage a complex, student-centered division.
  • Strong crisis management skills and demonstrated experience successfully working through crisis situations, with knowledge of mental health issues and laws impacting campus professionals and students.

Overview of the Division of Student Affairs

As the 10th campus of the University of California, UC Merced’s mission is to achieve excellence in teaching, research and public service. Staff members and units within the Division of Student Affairs work to support the campus’s mission and to assist undergraduate and graduate students to achieve excellence inside and outside of the classroom and laboratory. The Division of Student Affairs strives to be a leading model of innovative approaches for student-centered initiatives as we deliberately grow to meet the expanding needs of our richly diverse students, alumni and community.

The Division of Student Affairs strives to become a leading model of innovative approaches for student-centered initiatives as we deliberately grow to meet the expanding needs of our richly diverse students, alumni, and the greater community.

The VISION of Student Affairs is to be a national model for innovative Student Success initiatives at a public, research university through the advancement of access and equity programs, the development of a community of scholars, and the integration of curricular and co-curricular educational experiences.

The MISSION of Student Affairs is to advance the university’s commitment to Student Success by providing support, guidance, and resources that equip students with the tools to successfully accomplish their academic, career, and personal goals.

The STRATEGIC INITIATIVES for Student Affairs are focused on the advancement of access and equity programs, the development of a community of scholars, and the integration of curricular and co-curricular educational experiences.

  • Community of Scholars
  • Student Success
  • Innovative Experiences
  • Equity and Access

The GUIDING PRINCIPLES of Student Affairs are transformational, inclusive, nimble, and impact.

Transformational:

  • We create life-changing experiences.
  • We create a highly personalized environment, keeping students at the center of all we do and at the forefront of our decision-making process.
  • We promote student success, learning and retention through the holistic development of students: intellectual, physical, psychological, career, social and spiritual.
  • We create Bobcat identity and pride for our central valley community
  • We support intellectual, professional and personal development for lifelong learning and careers in a dynamic, global society.
  • We are a learning organization and will enhance our own staff’s knowledge to meet the dynamic and growth challenges of our campus and to effectively serve students.

Inclusive:

  • We champion and celebrate the diverse community of the campus and region through innovative outreach, awareness programs and advocacy.
  • We create conditions for excellence with the entire campus community.
  • We create programs and services available to all members of the University.
  • We expand learning opportunities through partnerships, collaboration and esprit de corps.
  • We maintain a sustainable community that is environmentally and socially conscious

Nimble:

  • We promote operational efficiency and effectiveness through the consolidation of services, unconventional partnerships and integration of new technologies
  • We are strategically positioned and ready to act
  • We meet the emerging needs of our students, faculty, staff and community
  • We balance needs through personalized service

Impact:

  • We continuously strive to deliver programs and services with pride and distinction
  • We use research data, assessment results/findings to develop and refine our people, programs and services and enhance the community and region
  • We enhance the reputation of UC Merced
  • We aggressively seek to increase grants, donations and resources to further campus initiatives
  • We actively support efforts to publish and “tell our stories” through qualitative and quantitative data

Programs and Services

  • Bright Center
  • Counseling
  • Housing
  • Students First
  • Admissions
  • Career
  • CatCard
  • Disability
  • CEP
  • Financial Aid
  • Health Services
  • Registrar
  • Student Life
  • Summer Session
  • Athletics

Leadership of the division

Charles Nies, Vice Chancellor for Student Affairs

Nies has worked in higher education for more than 20 years in a variety of roles. He was the dean of students at a small private college, a program director for a minor in leadership studies and an assistant dean of an interdisciplinary school at a large public university. As an instructor, he has taught undergraduate and graduate courses in leadership theory, organizational theory, student development and social identity development. He has served as a consultant to a number of universities, non-profit organizations, and public agencies.

His area of research is leadership and social change. Nies earned his bachelor’s degree from the University of St. Thomas as a double major in psychology and theology. He received a M.A. degree in counseling psychology and a Ph.D. in educational leadership/leadership theory from Washington State University.

Institution & Location

Institutional Overview

Juan Sánchez Muñoz, Ph.D., took office as the fourth permanent chancellor of UC Merced on July 1, 2020 — the first graduate of the University of California to lead the campus.

UC Merced originated in a 1988 decision by the UC Board of Regents to begin planning for a new university in the San Joaquin Valley to meet long-term enrollment demand. After a process that reviewed locations throughout the valley, the Merced site was chosen in 1995.

In 1998, Carol Tomlinson-Keasey was named senior associate to the president of the University of California, to lead planning and development of UC Merced; the Regents approved her as the campus’ first chancellor a year later.

Faculty members began to arrive in 2003 with graduate students in tow and began setting up research laboratories and programs at UC Merced’s ancillary research facility on the former Castle Air Force Base, biding their time until buildings were ready on campus. The first graduate courses began in fall 2004.

The campus celebrated the arrival of its first undergraduate students in September 2005. That fall semester saw most activities on campus take place in the Valley Terrace housing complex and the Leo & Dottie Kolligian Library. The first Classroom and Office Building and the Science and Engineering Building opened in January 2006.

Tomlinson-Keasey retired in 2006 and Sung-Mo “Steve” Kang, engineering dean at UC Santa Cruz, was appointed chancellor in 2007. He led the campus until June 30, 2011. As chancellor, Kang oversaw increases in student enrollment and the physical expansion of the campus. Kang returned to the faculty to focus on his research.

In 2011, the Regents appointed Georgia College & State University President Dorothy Leland to serve as the campus’s third chancellor. She conceived and led the $1.3 billion Merced 2020 Project, a public-private partnership to expand teaching, research, residential, athletic and retail space on campus. Leland retired in 2019, and the Merced 2020 Project was completed in spring 2020 under the interim chancellorship of Nathan Brostrom, CFO of the University of California system.

About Merced, California

Merced is in the heart of California’s San Joaquin Valley and serves as the county’s commercial, entertainment, cultural and governmental hub. With a population of 80,000 people, it retains the charm of a small town yet offers amenities routinely found in larger cities.

Known as the “Gateway to Yosemite,” the city boasts a low cost of living and first-rate quality of life. Merced enjoys close proximity to Yosemite National Park and is a convenient two-hour drive from San Francisco and Sacramento. The city is surrounded by natural beauty that includes meandering streams, walking trails, abundant parks and an extensive bike path system. The scenic Lake Yosemite, which is adjacent to the campus, offers beautiful views and seasonal recreational activities that include fishing and sailing.

Merced’s emerging downtown area is home to a number of quaint boutiques, coffee houses, a cinemaplex, eateries, historic buildings, cultural centers and the beautifully restored Merced Theatre. The city hosts a number of parades, annual events and celebrations such as Shakespearefest and the Merced Art Hop. Also located downtown is the Merced Multicultural Arts Center — a modern, open, three-story facility that provides space and support for arts education, training, world-class performances and tours.

Mission Statement

The mission of the University of California, Merced is embodied in its pride in being the first American research university of the 21st century.

Opening in 2005 as the newest campus of the University of California, UC Merced continually strives for excellence in carrying out the university’s mission of teaching, research and public service, benefiting society by discovering and transmitting new knowledge and functioning as an active repository of organized knowledge. As a key tenet in carrying out this mission, UC Merced promotes and celebrates the diversity of all members of its community.

A research university is a community bound by learning, discovery and engagement. As the first American student-centered research university built in the 21st century, UC Merced’s strong graduate and research programs mesh with high-quality undergraduate programs. New knowledge increasingly depends on links among the disciplines, working together on questions that transcend the traditional disciplines. UC Merced fosters and encourages cross-disciplinary inquiry and discovery.

Interdisciplinary practice in research nourishes undergraduate learning, building a foundation in connecting the ways that academic disciplines understand and grapple with society’s problems. UC Merced undergraduates experience education inside and outside the classroom, applying what they learn through undergraduate research, service learning and leadership development. As apprentice scholars, graduate students build their understanding of and ability to do independent research in their chosen field, as the groundwork for entering professional life. Lifelong learners continue to hone their knowledge and workplace skills.

The 21st century ushered in the promise of new ways of connecting people to new knowledge and to one another. UC Merced capitalizes on this promise by functioning as a network, not simply a single place, linking its students, faculty and staff to the educational resources of the state, nation and world.

The idea of network extends to UC Merced’s relationships with neighboring institutions: educational, cultural and social. Born as a member of the distinguished network known as the University of California, UC Merced seeks strong and mutually supportive relationships with a variety of collaborators in its region: public and private colleges and universities; federal and state organizations that share UC Merced’s educational and research goals; and cultural and social institutions.

This networking principle is also realized through the physical and intellectual integration between UC Merced and its surrounding community. The campus has been established as a model of physical sustainability for the 21st century, inviting all members of the campus and surrounding community to think and act as good stewards of the environment that they will convey to future generations. UC Merced celebrates its location in the San Joaquin Valley, reflecting the poetry of its landscape, history, resources and diverse cultures, while capitalizing on and expanding the Valley’s connections to the emerging global society. UC Merced recognizes that research that begins with the natural laboratory at home can extend what is known in the state, nation and world.

Strategic Plan

Although we cannot predict the future, we can identify the values and principles that unite us, and we can create shared goals and targets that will help us align our work to achieve new degrees of excellence. In August 2020, Chancellor Juan Sánchez Muñoz asked Executive Vice Chancellor and Provost Gregg Camfield to lead the university’s first comprehensive strategic planning process to integrate the various efforts across campus to produce goals and strategies to guide UC Merced’s development over the next 10 years.

Why is this important?

This is a critical time for UC Merced, and this planning effort will be a reminder of how far we’ve already come and a roadmap for where we will go next. Our past has been remarkable, and we know our future is brighter still. Our university community refuses to wait until the pandemic lifts or until we have complete fiscal clarity in order to answer this new challenge: What’s next?

The strategic plan’s charge is to imagine what UC Merced will look like in 2030, as we near 15,000 students and fulfill the promise of this campus to bring prosperity to the Central Valley. The draft strategic goals and objectives put forward here represent our promise to realize our long-term aims as an institution, including achieving R1 status, while caring for our dedicated faculty and staff and serving our remarkable students so that they can create a better and more prosperous future for themselves, their families, their communities and the world.

Key to the development of a campus plan is intentional engagement with partners and stakeholders, including but not limited to:

  • Administrative staff
  • Senate and non-Senate faculty
  • Academic Senate
  • Academic appointees
  • Undergraduate students
  • Graduate students
  • Alumni
  • Community members
  • Trustees

What informs the strategic planning process?

In our 15-year history, the campus has been engaged with a number of efforts to guide UC Merced’s transition from a startup institution to one that is maturing as it takes its rightful place among the nation’s best universities. The current strategic planning process builds upon a number of efforts, including but not limited to:

  • Vision and Change Alignment Initiative of 2016
  • Academic Planning Process, which is currently underway in Academic Affairs

The Strategic Plan’s draft goals and associated objectives draw from these resources to focus our work for the next decade on the core of our mission as a research university and our desire to progress on the path to R1.

In addition, many divisions, departments and units throughout campus have developed and identified strategic plans and other guiding documents. These documents and resources are valuable points of reference and information that are key in developing the campus strategic plan.

Strategic Plan Outcomes

The strategic plan, which will be implemented in Fall 2021 and take us to 2030 and our 25th year of operation, will:

  • serve as “North Star” for campus;
  • align and unite efforts across campus in support of shared goals;
  • guide resource allocation;
  • communicate our intentions to all stakeholders; and
  • facilitate philanthropy.

To do so, the plan will include:

  • goals addressing our academic and research missions and student success;
  • enrollment growth to 15,000 by 2030;
  • 3-, 5- and 10-year targets for achieving our goals; and
  • the infrastructure and financial plan needed to achieve the goals.

Governance and Execution

Two committees have been established to oversee and execute, respectively, the strategic planning process.

Strategic Planning Governance Committee (SPGC)

The SPGC is charged with providing guidance for and oversight of the 2020-21 strategic planning process. This includes:

  • advising on the planning process;
  • authorizing the stakeholder engagement process, including draft goal language and engagement questions;
  • advising on the plan’s content, following input from the engagement process;
  • authorizing, for review by the campus community, the complete draft plan;
  • reviewing and recommending to the EVC/provost, for recommendation to the chancellor, the final, campus-reviewed strategic plan; and
  • establishing a Planning Task Force (PTF) to coordinate and implement the process by which the plan is developed.

Planning Task Force  (PTF)

The PTF is charged with managing and facilitating the planning process. This includes:

  • developing and executing the stakeholder engagement strategy;
  • developing and implementing a campuswide communications strategy;
  • drafting goals for campus consideration;
  • drafting the strategic plan following input from stakeholders and the SPGC; and
  • establishing and managing cross-coordinate subgroups to execute key aspects of the PTF’s work.

For a more detailed look at the strategic plan, visit the website at https://strategicplan.ucmerced.edu/

Leadership

Juan Sánchez Muñoz, Chancellor

A California native whose parents immigrated from Mexico and whose father worked in the fields of the San Joaquin Valley, Dr. Juan Sánchez Muñoz has deep roots in the UC System and the Central Valley region. He earned his B.A. in psychology from UC Santa Barbara. Prior to earning his M.A. in Mexican American studies from California State University, Los Angeles, Muñoz served in the U.S. Marine Corps during the 1990-91 Gulf Crisis and was discharged as a sergeant. He was a secondary school teacher, an instructor in the California Community College system, and an adjunct faculty member at Pacific Oakes and Whittier Colleges prior to earning his Ph.D. in education at the University of California, Los Angeles, where he studied curriculum & instruction in the Division of Urban Schooling.

As a faculty member in the Department of Secondary Education at California State University Fullerton, Muñoz served as course custodian, advisor to the Master Program in Secondary Education, and director of educational programs for the Grand Central Art Complex CFUS in Santa Ana. Muñoz has taught courses in classroom management, instructional methods and curriculum development, multicultural education, bilingual education, and critical social theory.

During his time in LA, Muñoz also served on the board of directors of several nonprofit agencies, was appointed to the Los Angeles Workforce Investment Board-Youth Council, served on both the Parks & Recreation and Substance Abuse Commissions in San Bernardino County, and was chair of the 2001 City of Los Angeles Crossroad Symposium for at-risk youth.

Muñoz presently joins UC Merced from the University of Houston Downtown (UHD), where he served as president and, within his first year, launched the university’s largest capital campaign and led the institution’s recovery efforts after Hurricane Harvey. He also presided over UHD’s increases in enrollment, retention and graduation, and new degree programs including a B.S. in nursing and data science. Prior to UHD, Muñoz served as senior vice president for institutional diversity, equity and community engagement and vice provost for undergraduate education and student affairs at Texas Tech University.

He is the author of book chapters, academic articles, essays, refereed and invited conference presentations. In 2010, Muñoz was among the contributing editors of the seminal compilation Handbook of Latinos and Education. The book earned the coveted American Association of Educational Studies’ prestigious Critic’s Choice Book Award. His recent text, Perspectives in Interdisciplinary and Integrative Studies, explores disciplinary responses and emerging academic offerings that foster interdisciplinary learning.

Muñoz has also served on the Association of Public and Land-grant Universities’ Commission on Access, Diversity and Excellence, and is currently on the board of directors of the Hispanic Association of Colleges and Universities and the American Council on Education. He was appointed to the California Strategic Growth Council in December 2020 and serves as a council member for the Yosemite Conservancy.

He is a graduate of the Academy for Innovative Higher Education Leadership offered jointly by Arizona State and Georgetown Universities, ACE’s Spectrum Executive Leadership Program, Harvard University’s Institute for Management and Leadership, UC Berkeley’s Executive Leadership Academy and the University of Texas Lyndon B. Johnson School of Public Policy’s Governor’s Executive Development Program.

He is married to Zenaida Aguirre-Muñoz, Ph.D., an accomplished scholar and professor of cognitive science at UC Merced. The couple has three sons: Joaquin Diego Muñoz, who attends the U.S. Merchant Marine Academy; Cruz Santos Muñoz, a freshman at Texas State University San Marcos; and Juan Amado Muñoz, who attends high school in Merced.

Org charts for the campus/cabinet: https://chancellor.ucmerced.edu/about-office/organizational-chart

Academic Programs and Faculty

UC Merced offers 24 majors, 25 minors and 18 graduate programs taught by more than 400 full-time faculty members, visiting professors and lecturers, who come to Merced from some of the world’s top-ranked universities. The list will continue to grow as the campus reaches 10,000 students in the coming years.

Faculty and Staff (As of November 2018)

  • Ladder-Rank Faculty 250
  • Non Ladder-Rank Faculty (Includes Senate and Non-Senate) 157
  • Other Academic Appointments 138
  • Full- and Part-Time Staff (Does not include student employees) 1,078
  • Total 1,623

Full faculty demographics are available here: https://cie.ucmerced.edu/analytics-hub

Programs

  • Center for Educational Partnerships
  • Engineering Service Learning
  • Extension
  • Karen Merritt Writing Program

The Student Body

Students by Class Level

Undergraduate 8,151      92.1%

Graduate             696         7.9%

Total                      8,847     100%

The campus’s interdisciplinary learning model appeals to the current generation of college students.

Undergraduate Students by School

Engineering                                                       2,262     28%

Natural Sciences                                               2,085     26%

Social Sciences, Humanities and Arts      3,438     42%

Undeclared                                                         338         4%

Total                                                                      8,151      100%

Graduate and undergraduate students are conducting some of the most cutting-edge research of our time, including stem cells, artificial intelligence and renewable energy.

Undergraduate Students by Ethnicity

African-American                             361         4.4%

Asian/Pacific Islander                    1,597      19%

Hispanic                                              4,526     55.5%

Native American                              7              <1.0%

White                                                    729         8.9%

Nonresidents                                     639         7.8%

Two or More Races                           249         3.1%

Unknown/Declined to State        43           <1.0%

Total                                                      8,151      100%

UC Merced leads the UC system in the percentage of students from underrepresented ethnic groups, low-income families and families whose parents did not attend college.

Undergraduate Students by Gender

Male                      3,874     47.5%

Female                                 4,214      51.7%

Unknown             63           0.8%

Total                      8,151      100%

The campus welcomed more than 2,400 first-year students for the 2017-18 academic year.

Undergraduate Students by Geographic Region

Most UC Merced students are Californians. Of the total undergraduate population of 7,881 students, less than one percent are from out of state or from a foreign country.

California

25.7%    Los Angeles

6.0%      Sacramento Area

23.0%    San Francisco Bay Area

25.8%    San Joaquin Valley

19.5%    Other California counties

Benefits Overview

As an employee of the University of California, Merced, you have the following benefits available to you:

  • Health Insurance
  • Dental Insurance
  • Vision Insurance
  • Short and Long Term Disability Insurance
  • Life Insurance
  • Retirement Plans
  • Supplemental Retirement Options
  • Leave Options
  • Tuition Benefits (link to any applicable benefits information)

For a detailed look at benefits, visit the website at https://hr.ucmerced.edu/benefits

Application & Nomination

Review of applications will begin immediately and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Heather J. Larabee at hjl@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the University of California, Merced website at ucmerced.edu

The University of California is an Equal Opportunity/Affirmative Action Employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, disability, age or protected veteran status.