President’s Office – Year-end Report – Part B – Planning and Assessment
AFFIRMATIVE ACTION/COMPLIANCE/DIVERSITY
Mission: Academic excellence within an environment of diversity
College strategic objectives:
Division strategic objectives:
1. Increase proportion of FT faculty from underrepresented groups
(minority 29.7%; Italian American 6.3%; Women 51.2%)
1. Implement Faculty Diversity Strategic Plan, Year 3
2. Develop means to infuse and maintain individual and institutional
practices of community-building into interaction among all campus
constituencies.
2. Expand staff and faculty participation in search process
3. Partner with CETL, Title IX Coordinator, and Human Resources to expand HEO
development program.
Note: Relevant college-wide strategic objectives should be selected from the college’s strategic plan. Each division strategic objective should align with a college-wide strategic objective.
2014-15 Completion report (outcomes for this past academic year, based on last year’s year-end report, section F)
Key performance indicators
Utilization/representation of protected
classes
Target outcomes
Reduce areas of underutilization across
faculty units
Increase awareness of nondiscrimination compliance policies
Provide awareness of the updated
(January 1, 2015) CUNY Policy on Equal
Opportunity and Non-Discrimination
Campus community diversity awareness
Develop programs to enhance
individuals’ understanding of people’s
difference and their respective cultures
*Column contents should be used to indicate which strategic objectives below address the follow-up necessary.
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
Actual outcomes
As of Fall 2014, the number of faculty from
under-represented groups were: 29%
minority; 6.98 % Italian Americans; and 50.6%
women. These numbers will be used as a base
line moving forward.
The revised (January 1, 2015) CUNY Policy on
Equal Opportunity and Non-Discrimination
was disseminated through the college website
and was distributed to every member of every
search committee beginning January 1, 2015.
The updated policy was also posted to the
Affirmative Action informational bulletin
board.
A hidden bias workshop was held on March
27, 2015, for the campus community. A survey
of the presentation found that 87% of
attendees found the information presented in
the workshop to be good and 17% found it the
information presented in the workshop to be
excellent.
Recommended action plans*
Develop recruitment plans for current searches to address outreach to a
more diverse employment catch basin.
Continue to email the CUNY Policy of Equal Opportunity and NonDiscrimination to the QCC community at the start of each semester.
Continue to distribute and to discuss the CUNY Policy of Equal
Opportunity and Non-Discrimination at every search committee charge
meeting.
Reorganize the Faculty Diversity Strategic Plan Advisory Board
Committee.
Develop workshops/activities that will foster an awareness of diversity
and a respectful workplace culture.
Rotate participation on the Affirmative Action Representative Committee
President’s Office – Year-end Report – Part B – Planning and Assessment
2015-16 Department strategic plan (arranged by college and division strategic goals and objectives that the department supports)
College or division
strategic goals or
objectives
Implement Faculty
Diversity Strategic
Plan, Year 3
Develop means to
infuse and maintain
individual and
institutional
practices of
community-building
into interaction
among all campus
constituencies.
Department strategic
objectives
Indicator(s)
Expected outcomes
Increase proportion
and retention of FT
faculty from
underrepresented
groups; address a
good faith effort at
meeting the internal
targeted recruitment
rate for people with
disabilities/veterans
status
Percentage of FT faculty 1% increase proportion of FT
from underfaculty from underrepresented groups
represented groups
Develop best practices
for community
building among all
campus constituencies
 Number of workshops
and number of
participants attending
learning focused
campus forums on
issues of diversity and
respectful workplace
 Plan, develop, and
implement a Diversity
Colloquium/Symposiu
m for Spring 2015
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).
 One workshop each
semester targeting issues of
diversity and respectful
workplace sponsored/cosponsored with Title IX
Officer and other
offices/departments which
target these topics
 Resources on issues of nondiscrimination/diversity to
academic learning centers
 Diversity Colloquium/
Symposium held in spring
2016.
Action plan/timeline
Who
 Inform search committees of underutilization and underrepresentation at all search charge meetings
 Schedule meetings with the directors/chairpersons of
departments that lack representation to discuss strategies for
becoming more diverse
 Research and explore with HR in identifying advertisement
sources and job boards that are focused on federally underrepresented/veterans/and individuals with disabilities
 Research/explore with the Office of Academic Affairs
activities/actions that will provide support for faculty hired from
underrepresented groups;
 Research and explore ways to collaborate with Academic Affairs
on providing workshops for Year 2 faculty to discuss and resolve
any challenges they are meeting in the workplace
 Collect and analyze feedback from faculty and staff exit
interviews
 Develop guidelines for the interviewing stage of searches for
both faculty and staff.
 Reorganize the Faculty Diversity Strategic Plan Advisory Board
Committee.
 Rotate/invite new members to the Affirmative Action
Representative Committee
 Collaborate with Title IX Officer on dissemination of respectful
workplace information;
 Collaborate with HR on topics that promote diversity and
respectful workplace
 Collaborate with CETL on related diversity topics
 Collaborate with the Office of Academic Affairs on issues of
faculty retention
 Organize the Spring 2016 Diversity Colloquium/ Symposium
 Collaborate with the Counseling Center on topics related to
diversity and respectful workplace.
CDO,
Dean of Human
Resources,
Academic Affairs
CDO,
Title IX, Academic
Affairs,
CETL, Academic
Service-Learning;
Counseling Office,
Faculty Diversity
Strategic Plan
Advisory Board,
Learning Centers
Actual
outcomes
President’s Office – Year-end Report – Part B – Planning and Assessment
 Implement Faculty
Diversity Strategic
Plan, Year 3
 Partner with CETL,
Title IX
Coordinator, and
Human Resources
to expand HEO
development
program.
Notes




 Increase campus
community
awareness on
current CUNY
Policies and
Procedures on NonDiscrimination;
ADA/504 Issues
 Support campus
Title IX Coordinator
initiatives
 No. of email notifycations
 No. of hits to
Affirmative Action
website
 No. of reminders to
participate in an exit
interview
 No. of reminders
emailed faculty and
staff to their selfidentification
information in
CUNYfirst
 Increased awareness of
revised CUNY Policies and
Procedures of NonDiscrimination
 Reasons Identified and
evaluated for separating
from the college
 Increased awareness to
review information on selfidentification so that the
data is accurate for
compliance with federal
reporting
 Post CUNY Policies and Procedures of Non-Discrimination to the
Affirmative Action website
 Update the QCC Affirmative Action website
 Collaborate with the Dean of Human Resources on disseminating
information gathered from exit interviews
 Promote faculty and staff to review their self-identification
information on file concerning their race/ethnicity, status as a
veteran, and status regarding any disability.
CDO,
QCC Web-master;
Dean of HR; Title
IX Coordinator
Add tables for additional division strategic objectives and corresponding department strategic objectives, as needed.
For each division strategic objective, the department should have one or more strategic objectives intended to support that department in the achievement of the division objective. Each department strategic objective should have at least one indicator (key performance
indicator) and one expected outcome, with an action plan and timeline to achieve that outcome.
At the mid-year point, the department reports partial or preliminary outcomes. At the end of the year, the department reports actual outcomes.
An indicator is the measurement by which the objective will be assessed. The outcome is the product of the work in support of achieving the objective. For example, if the strategic objective for Admissions is “to expand feeder high schools,” the indicator might be “applications
received from new feeder high schools,” and the expected outcome might be “at least one application from five new feeder high schools.”
Note:
Mid-year status report due end of January.
Completion report due early July (specific deadlines may vary by year).