Civil Rights

What is the program’s mission statement or statement of purpose? Why does the program exist?

The Office of Civil Rights and Diversity (OCRD)/Title IX Coordinator oversees all aspects of affirmative action, nondiscrimination, and equal opportunities for Eastern Illinois University, develops policies and procedures on these matters, advises members of the university about matters of compliance with federal and state requirements, implements actions that ensure compliance, investigates all internal complaints of discrimination, delivers civil rights and diversity training, and liaises with external federal and state agencies by preparing mandated reports and responding to investigations and inquiries. OCRD partners with campus administrators and key divisions across campus to attract and retain a diverse student body, faculty, and staff.

Universities receiving public funding are expected to have a highly visible unit appropriately supported by senior administrators which focuses upon these national and state priorities established by law makers and the courts on behalf of the citizenry. Eastern’s Board Regulations Article II.C. states that “University personnel practices shall ensure freedom from discrimination based upon race, color, sex, religion, age, national origin, ancestry, marital status, disability, veteran status, sexual orientation, or any other basis of discrimination precluded by federal and state statutes.” Article II. F. states that students shall be guaranteed “freedom from discrimination” as prescribed by federal and state law. OCRD professionals are expected to be able to function freely and objectively without inappropriate influence from members of campus in carrying out its oversight and investigatory responsibilities related to federal and state requirements, board policies and regulations, and internal governing policies. The functions, responsibilities, and programs of the office are discussed more fully in sections 3, 4, 6, and 8.

How does the program mission align with the university mission?

OCRD’s responsibilities, programs, and services directly align with Eastern’s mission statement which reads in part: “the university community is committed to diversity and inclusion.” OCRD contributes to Eastern addressing both the overall intent and spirit of Eastern’s Strategic Plan as well as to the completion of specific “actions” set forth in Strategic Plan Goal #2 Global Competition and Changing Demographics. OCRD is an active partner with units across campus in recruiting and retaining highly qualified, diverse faculty and staff who deliver the academic programs and services for an increasingly diverse student body. The office contributes to recruitment and retention by being proactive in training members of campus on building an inclusive campus that does not tolerate discrimination and harassment, by investigating and resolving issues, and by researching and analyzing potential issues in order to identify “best practices” that enhance efforts to recruit and retain students, faculty, and staff.

Whom does the program serve?

OCRD’s responsibilities, programs, and services directly align with Eastern’s mission statement which reads in part: “the university community is committed to diversity and inclusion.” OCRD contributes to Eastern addressing both the overall intent and spirit of Eastern’s Strategic Plan as well as to the completion of specific “actions” set forth in Strategic Plan Goal #2 Global Competition and Changing Demographics. OCRD is an active partner with units across campus in recruiting and retaining highly qualified, diverse faculty and staff who deliver the academic programs and services for an increasingly diverse student body. The office contributes to recruitment and retention by being proactive in training members of campus on building an inclusive campus that does not tolerate discrimination and harassment, by investigating and resolving issues, and by researching and analyzing potential issues in order to identify “best practices” that enhance efforts to recruit and retain students, faculty, and staff.

What are the services provided? How do these services align with the university mission and program mission?

OCRD’s responsibilities, programs, and services directly align with Eastern’s mission statement which reads in part: “the university community is committed to diversity and inclusion.” OCRD contributes to Eastern addressing both the overall intent and spirit of Eastern’s Strategic Plan as well as to the completion of specific “actions” set forth in Strategic Plan Goal #2 Global Competition and Changing Demographics. OCRD is an active partner with units across campus in recruiting and retaining highly qualified, diverse faculty and staff who deliver the academic programs and services for an increasingly diverse student body. The office contributes to recruitment and retention by being proactive in training members of campus on building an inclusive campus that does not tolerate discrimination and harassment, by investigating and resolving issues, and by researching and analyzing potential issues in order to identify “best practices” that enhance efforts to recruit and retain students, faculty, and staff.

Describe the program’s origins (e.g. year established, purpose, expectations).

Responding to external mandates and the aspirations of members of Eastern’s campus, President Gilbert Fite created the office in the 1970s. Eastern acted deliberately to provide equal opportunities, to carry out affirmative action as mandated, and to promote campus inclusion. It was understood at the time that the best model for the organization and delivery of these programs and services was to create a unit that reported directly to the president.

In the 1980s, President Stan Rives continued to affirm Eastern’s strong commitment to the provision of equal opportunities and to building a diverse, inclusive campus. Reflecting national discussions about the importance of making a highly visible statement about these initiatives and recommendations regarding the best organizational structure for public universities, he appointed the office director to be a member of the President’s Council. During this decade, Eastern funded the Visiting Professorship(s) of Cultural Diversity and the highly successful Program for Professional Enrichment (as described in IGP#20) which was designed and/or directed by this office. These programs were innovative tools that enabled the campus to enrich its diversity programming and retain faculty and professional staff.

During President Jorns’s administration (1992-1999), the office name was modified to its current name – the Office of Civil Rights and Diversity. In FY01/02, as a result of state budget rescissions and mandated contributions to state health care, Eastern reduced funding for many programs. The Visiting Professor Program and the Program for Professional Enrichment lost budgetary support at that time and to date university resources have not been reinvested in them.

How has the unit changed or adapted over time?

Since the 1970s this office has been responsible for advising the campus on compliance with the provisions of Title IX which prohibit gender discrimination in athletics and other education programs. The OCRD director has been the Title IX Coordinator. With the passing of the Campus Sexual Violence Elimination Act and guidance from the U.S. Office for Civil Rights regarding expectations for the prominence and visibility of the Title IX Coordinator, this appellation was prominently communicated to the campus in AY13-14. President Perry has affirmed Eastern’s commitment to Title IX compliance. Additional requirements promulgated by the U.S. Department of Labor, Office of Federal Contract Compliance Program also go into effect in 2014. These regulatory changes mandate expanded recruiting for veterans and persons with disabilities in public employment and require compliance documentation of these actions. OCRD has studied these requirements and will implement them in coordination with others on campus.

In 2005, OCRD assumed responsibility for preparing the applications submitted to the U.S. Department of Labor and the U.S. Citizenship and Immigration Services for work visas related to employment eligibility of faculty who are not citizens or permanent residents. These applications and petitions are dependent upon documentation about Eastern’s recruitment policies and procedures for faculty and the specific employment decisions.

Over the decades mandates and detailed regulations from federal and state agencies that must be strictly enforced at public universities have expanded. The North Central Association of Colleges and Schools Accreditation Association and many academic discipline accrediting associations typically require that universities demonstrate fully its commitment to diversity and inclusion. Granting agencies for many programs, like the Radio/TV Center, require evidence that Eastern is complying with federal mandates. OCRD is often expected to provide evidence for university departments in preparing for these accreditation reports and grant applications.

If needed, provide supplemental comments to help the reader understand the program’s history and relevance to university mission.

Provide data, if available, on the numbers of students, faculty, staff, or others served by the program during the past four years. If no data are available, please estimate the numbers served annually.

OCRD functions as a mature, fully developed unit, linking its allocation of staff and resources to core university goals, especially those about the recruitment and retention of students and faculty. The director serves as the chairperson of the Equity, Diversity, and Student Wellness Committee, serves on one NCA Recertification Committee, serves on CUPB Committee. OCRD staff is regularly asked to review policies and procedures on various topics. Some examples of specific ways students, faculty, staff, or others are served:

*OCRD effectively addressed more than 134 issues or concerns through consultations, counseling, informal mediations, and formal investigations.

*OCRD worked on the visas, information collection for permanent residency applications, or employment letters for family for 37 university employees.

*OCRD worked on 201 full searches for Faculty or A&P employees in the period FY11 through FY13. OCRD reviewed more than 250 appointments of Temporary Faculty or A&P employees.

*More than 1889 individuals completed the Staff/Faculty version of the online Sexual Harassment training that OCRD designed and administers to all new employees and to continuing employees every three years. During the same period, more than 2850 individuals completed the student version of the sexual harassment training. The expectation for student workers to complete the training is communicated to them in a notice received with their first paycheck.

*During FY13, OCRD delivered more than 40 trainings, workshops, and presentations to members of the campus community about civil rights and Title IX.

*Approximately 364 exit surveys were distributed in an effort to monitor departing employee perceptions of EIU.

*OCRD surveys newly employed faculty and A&P about recruitment processes.

*OCRD surveys candidates who withdraw from searches and/or decline offers of employment.

*Biennially since 2001, OCRD has administered and analyzed results from the Student Campus Climate Survey.

Does the program offer any co-curricular opportunities for students (e.g., internships, RSO support, service-learning activities)? Please describe.

 No funding is available for these activities.

Does the program contribute to the delivery of academic programs (e.g., providing professional expertise, serving as adjunct faculty)? Please describe.

OCRD plays an essential, mandated role in the hiring process for all faculty and administrative and professional positions at Eastern. The office actively uses local, regional, and national recruiting methods and resources in support of search processes for these positions. Eastern’s employment of a diverse, well-qualified, highly trained faculty and professional staff is paramount for the recruitment and retention of students.

OCRD administers surveys to new A&P and Faculty as they are hired to assess their perceptions of the search process. OCRD also administers exit surveys to all employees as they separate or retire from the university. Results from both of these surveys are analyzed and OCRD works with departments to correct any issues that that are identified.

Additionally, the director chaired the NCAA Recertification committee, served as an active committee member in previous NCA reaccreditation, and is currently serving as an active committee member in the current NCA self-assessment. The director serves on the Council on University Planning & Budgeting and on the Threat Assessment Task Force.

OCRD/Title IX Coordinator serves students, faculty, and staff. External and internal expectations are substantial and continue to increase. The functions, responsibilities, and programs of the office are discussed more fully in sections 3, 4, 6, and 8.

If needed, provide supplemental comments to help the reader understand the internal demand for the program. Note any clarifications or special circumstances (e.g., curriculum changes made by another program) that should be considered when reviewing the above data.

Is the program accredited or approved by a recognized external agency or otherwise certified to meet established professional standards? Provide an executive summary of and link to the program’s most recent accreditation or certification report, if available.

Since its creation, OCRD has consistently evolved to meet the continuously expanding demands of civil rights legislation, regulation, guidance, and best practices. Examples include (non-exhaustive list) – Title VII of the Civil Rights Act of 1964, as amended, prohibits employment discrimination on the basis of race, color, sex, national origin, or religion; Executive Order 11246 of 1965 outlines affirmative action requirements for government contractors and subcontractors; Age Discrimination in Employment Act of 1967, as amended, prohibits employment discrimination for those 40 and older; Title IX of the Education Amendments of 1972, as amended, prohibits sex discrimination in schools that receive federal funding; Rehabilitation Act of 1973, specifically sections 503 and 504, prohibits employment discrimination on the basis of disability and includes affirmative action requirements; Vietnam Era Veterans' Readjustment Assistance Act of 1974, as amended, requires employers to provide equal opportunity and affirmative action for certain classes of veterans; Equal Employment Opportunity Commission (EEOC) stated that sexual harassment is a form of sex discrimination prohibited by Title VII in 1980 (increased regulation from multiple agencies followed); Americans with Disabilities Act of 1990, as amended, prohibits disability discrimination by employers, requires disability access in facilities, and reasonable accommodations in the workplace. In additions, a growing number of state requirements also apply.

As discussed in Section 1, OCRD is charged with assessing and enforcing mandated compliance with many federal and state regulatory and legal requirements. Eastern has been required in the past and will be expected in the future to participate in full compliance audits conducted by various federal and state agencies. OCRD is audited annually by the external auditors regarding compliance with regulations and policies.

In order to maintain certifications in professional organizations and licensure by professional associations, OCRD professional staff regularly completes additional subject matter training.

Is the program required to meet any regulatory or legal requirements? Is the program subject to any special auditing requirements?

See above.

What are the most important outreach or public service activities supported by the program?

Selected examples include:

*Professionals within OCRD serve on national and regional boards within the field, serve on state committees appointed to consider civil rights, diversity, and inclusion issues, and provide assistance and consultation to other campuses and other public boards and agencies.

*The director serves on the Campus and Community Diversity Advisory Committee recently convened by the President and the Charleston Mayor.

*OCRD collaborates with other units to provide programming to the campus and local communities. Most recently, in fall 2013, OCRD partnered with the Office of the President to bring nationally recognized diversity trainer Lee Mun Wah to Eastern. This event was well attended by both members of campus and the community. 

How do the local community and the region benefit from the program?

OCRD is charged with administering and managing, in coordination with others on campus, the provisions of laws and regulations mandated by the federal and state governments and the courts on behalf of all citizens.

Members of the community, members of peer institutions, and others are assured that Eastern strives to comply fully with state and federal laws and requirements. OCRD serves as a regional resource, particularly for the public sector, in this field.

OCRD’s function of monitoring various compliance issues relating to civil rights, including the investigation and resolution of internal complaints of discrimination/harassment, serves the community by reducing the likelihood of external complaints related to these topics. Through these proactive actions, Eastern’s stewardship of public resources is less likely to be impacted by the divergence of resources to litigation, which enables the university to focus state resources on enhancing programs and services for its student body and carrying out its mission.

OCRD plays an essential, mandated role in the hiring process for all faculty and administrative and professional positions at Eastern. As part of the services offered, the office actively uses local and regional recruiting methods and resources as part of the search process for these positions. As the largest employer in the area, Eastern stimulates the local, regional, and state economies by bringing a large, well-qualified, highly trained professional staff to the area which in turn encourages other corporations to locate here because of the diverse, highly qualified workforce at Eastern.

If needed, provide supplemental comments or data sources to help the reader understand the external demand for the program.

What are the two or three more important measureable outcomes tracked to assess program quality? Does the program conduct an outcomes assessment, and if so, what has been the impact?

The Office of Civil Rights and Diversity/Title IX Coordinator functions as a mature, fully developed unit, linking its allocation of staff and resources to core university goals, especially those related to the recruitment and retention of students and faculty. The office is proactive in training members of campus on building an inclusive campus that does not tolerate discrimination and harassment, by investigating and resolving issues, and by researching and analyzing potential issues in order to inform the implementation of “best practices” that enhance efforts to recruit and retain students, faculty, and staff. In addition, OCRD’s function of monitoring various compliance issues reduces the likelihood of external complaints related to civil rights. Through these proactive actions, Eastern’s stewardship of public resources is less likely to be impacted by the divergence of resources to litigation, which enables the university to focus state resources on enhancing programs and services for its student body and carrying out its mission.

Much of the focus of OCRD is advising the campus on preventing discrimination and ensuring access and equal opportunity for all. As a result, Eastern has few external complaints with agencies and civil rights litigation. There have been no findings of discrimination by external agencies or judgments. It is difficult to quantify the impact of something that has not occurred. If the university were to experience findings or judgments that would certainly impact the reputation of the university, the recruitment and retention of students and faculty, and the allocation of resources. Even the cost of defending complaints, regardless of the outcome, would be significant.

In addition, OCRD is audited annually by the external auditors regarding compliance with regulations and policies. There have been no material audit findings.

What are the two or three most effective best practices that the program has implemented? What benefits have been gained from implementing these best practices?

OCRD employs best practices in the field. Some examples include:

*Receive ongoing feedback

*Efficient, comprehensive employment process that deters discrimination and promotes diversity

*Data-driven office provides a deep understanding of many aspects of students and employees perceptions and issues

*First Illinois public campus to require employees complete training on preventing sexual harassment and other forms of discrimination

*Efficient, cost effective operations

*Comprehensive review and update of Title IX policies – clear, accessible, coordinated investigation process

What external recognitions (e.g., awards, accommodations, professional certifications, references in trade publications) have the program and its staff received in the past three years?

All members of OCRD remain active in professional organizations and regularly complete training and other public services to maintain certifications and licensures. Highlights of these awards and activities over the three-year period of the program analysis include:

*The director is currently serving as the elected Alternate Director of Region V (all Midwestern states) of the American Association of Affirmative Action; she is past president of the Illinois Association of Affirmative Action Officers.

*The director successfully met the requirements for designation as a Senior Certified Affirmative Action Professional (Sr. CAAP) awarded by the American Association of Affirmative Action Professional Development and Training Institute.

*The director successfully completed the process for recertification as a Senior Professional in Human Resources (SPHR) by the Society for Human Resource Management by electing to sit for a proctored examination.   The current SPHR examination is divided into six functional areas: business management and strategy, workforce planning and employment, human resource development, compensation and benefits, employee and labor relations, and risk management.

*One OCRD member passed the Illinois bar examination and was admitted to the bar.

*One OCRD member passed the Georgia bar examination and will be admitted to the bar.

Is the program active with any regional, national, or international professional organizations?

As Alternate Director of Region V (all Midwestern states) of the American Association of Affirmative Action (AAAA), the director regularly participates in professional association meetings and teleconferences and submits reports to the national organization on professional news within the region. ORCD delivered many presentations to internal audiences over this period. Presentation proposals are pending for upcoming national conferences.

Highlights of professional development training completed ORCD staff during these three years include:

*The director completed the Title IX Investigator School training program which was conducted by the Association of Title IX Administrators.

*The director completed a six-week online course delivered by the National Association of College and University Attorneys (NACUA) entitled: Title IX Coordinator Training.

*One ORCD member completed the Victim Assistance Training Online [35-40hrs], Office for Victims of Crime Training and Technical Assistance Center (OVCTTAC).

*One OCRD member completed multi-day training on Affirmative Action Plan Development delivered by the AAAA Professional Development Institute.

*Three OCRD members completed multi-day training on Equal Employment Opportunity and Affirmative Action Law, delivered by the AAAA Professional Development Institute.

*One OCRD member completed a four-week online course delivered by NACUA on Immigration Basics, F, J, and H-1B Visas.

*Two members completed multi-day training on Complaint Processing, Counseling and Resolution delivered by the AAAA Professional Development Institute.

*Two members completed training on Sexual Harassment Prevention delivered by the Illinois Human Rights Department (IDHR).

*One member completed training on Eliminating Workplace Bullying, IDHR.

*One member completed training on Communicating Effectively Across Cultures, IDHR.

*One member completed training on Diversity Awareness, IDHR.

In addition, OCRD members completed many webinars on various civil rights topics, for example, Affirmative Action Plan Methodology, Title IX and Sexual Assault, Campus SaVE, Sexual Assault Survivors’ Needs: Conducting a Holistic Legal Intake, and the Americans with Disabilities Act Amendments Act.

Note any presentations, publications, or offices held in the last three years.

See above.

If needed, provide supplemental comments or data sources to help the reader understand the quality of program outcomes.

Note any special benefits (e.g., personnel support, equipment, permanent improvements) that the program has received in the past three years from its grants and other sponsored programs.

OCRD regularly submits funding requests to the Illinois Board Higher Education in support of Eastern’s diversity and inclusion initiatives for students as well as faculty and staff. The director wrote a Program Priority Request for $400,000 in support of enhanced initiatives for the recruitment and retention of a diverse, inclusive faculty and student body. If this proposal is funded, it will offset in part the budget that in FY01 was cut from the Visiting Professorship Program, Recruitment of Underrepresented Faculty and Staff, and the Program for Professional Enrichment. Responding to current needs and campus input, including the Strategic Plan, this proposal in part reworks the design of these successful programs and includes new initiatives.

The scope and function of OCRD does not readily align to the program criteria for most types of grants. Funding agencies largely focus on programs that support faculty research, the provision of services to targeted student populations, programs that increase enrollment in certain disciplines, or programs to enhance student retention.

The director was a grant writer and program developer at another stage in her career. The director will continue to seek out external funding for initiatives.

OCRD, in coordination with the Office of the General Counsel, responds to discrimination/harassment complaints filed with external agencies by prospective, current, past employees and/or students.

OCRD regularly interacts with state and federal agencies in order to understand emerging compliance requirements, and where appropriate, shares perceptions about the academe with them. OCRD consistently networks with professionals in the field.

How does the program benefit from donor gifts (e.g., scholarships, endowed chairs)? Does donor support provide a significant percentage of the program’s overall funding?

See above.

List two or three key relationships that the program maintains with external constituencies (e.g., community colleges, other universities, government bodies). How do these relationships advance the university mission or otherwise benefit the university?

OCRD, in coordination with the Office of the General Counsel, responds to discrimination/harassment complaints filed with external agencies by prospective, current, past employees and/or students.

OCRD regularly interacts with state and federal agencies in order to understand emerging compliance requirements, and where appropriate, shares perceptions about the academe with them. OCRD consistently networks with professionals in the field.

If needed, provide supplemental comments to help the reader understand the resources generated by the program. Note any clarifications or special circumstances (e.g., revenue pass-throughs) that should be considered when reviewing the above data.

Provide an executive summary of and link to any metrics or benchmarks that the program tracks to measure productivity.

OCRD regularly assesses productivity by receiving feedback from various campus constituents. OCRD receives feedback from applicants who have declined employment, from newly hired employees, and from visa clients. In measuring the effectiveness of expenditures related to recruiting, applicants are sent a recruitment survey during the hiring process. Cumulatively this feedback allows OCRD to monitor the productivity of the faculty and staff hiring process administered by OCRD. OCRD annually measures productivity through the composition of the universities affirmative action plan which in part compares the workforce job groups to availability. This benchmark allows OCRD to assess the university’s recruitment and outreach effectiveness.

What initiatives has the program implemented to enhance staff productivity (e.g., access to training, workflow improvements)? Briefly describe the costs and benefits of these initiatives.

See section 3, 5, and 7. OCRD staff members regularly complete professional development training of all types in order to remain current on emerging issues and best practices.

If needed, provide supplemental comments to help the reader understand the productivity of the program. Note any clarifications or special circumstances (e.g., accreditation requirements, curricular changes, program restructuring) that should be considered when reviewing the above data.

If needed, provide supplemental comments to help the reader understand the costs associated with the program. Note any clarifications or special circumstances (e.g., expenditures made centrally or externally, expenditures made on behalf of other units) that should be considered when reviewing the above data.

Internal and external demands on OCRD have expanded and will continue to grow. Meanwhile, there were several rounds of budget cuts to programming (operating budgets). Staffing levels, notwithstanding fluctuations due to normal attrition or other factors, have over the last several decades remained stagnant or diminished (headcount). The director has made decisions to realign budgets to enable OCRD to deliver the quality and quantity of programs and services required. OCRD professional staff must have the knowledge and judgment to address complex, specialized duties and responsibilities. To achieve this level of performance at a time of limited resources, the director some years ago readjusted the staffing profile to maximize efficiency and quality. For example, when OCRD secretary/executive assistant retired, that position was left unfilled and those resources were redirected. In addition allocations for graduate assistantships/interns and student workers were phased-out. Since FY13, OCRD has operated without any clerical/office management support. While such support would be useful, it is most important to assemble professionals who possess the education, experience, and abilities to address the complex and specialized duties and responsibilities of OCRD. The professional staff perform all operational functions of the office, relying on technology, work efficiencies, and long hours. OCRD staff carryout duties related to recruiting and advertising for faculty and A&P positions, which allows departments to focus on recruitment within their disciplines. As part of the recruitment plan review process, OCRD staff post all faculty and A&P positions on Eastern webpages and on many regional and national recruitment sites, thereby saving time and effort for departments across campus. OCRD cannot absorb additional reductions and meet its obligations.

How does the program seek to distinguish itself from similar programs at other institutions?

Eastern’s Office of Civil Rights and Diversity/Title IX Coordinator is distinguished by the quality and productivity of its operations compared to many other campuses.   It has already achieved significant efficiencies by avoiding duplication of services, streamlining processes, utilizing technology, assembling well qualified, professional staff, and focusing on best practices. It reviews policies and processes regularly, updating them to reflect emerging compliance and legal requirements. OCRD is notable for its comprehensive, integrated application of data and research to shape programming and the allocation of personnel and resources within the unit – certainly in comparison to campuses of Eastern’s size and mission.   Operating within the constraints of a small staff, OCRD proactively considers emerging needs and challenges. Its professional staff has a clear understanding of the interplay between scope and functions of OCRD with Eastern’s core mission. While rigorous attention to compliance and legal requirements is always paramount, OCRD staff consistently considers how such requirements can best enhance the recruitment and retention of students, faculty, and staff. It is focused on serving as a valuable partner and resource to the academic and student affairs divisions and to providing leadership on matters related to equal opportunity, civil rights, diversity, and inclusion.

As noted in section 1 and elsewhere, its function and history is closely tied to the mission of the university and provisions of board policies and regulations.

Note any unique and/or essential contributions that the program makes to the university.

See above.

Provide any program-specific metrics that help to document program contributions or program quality. Examples of some commonly used program-specific metrics may be found here.

Refer to previous sections. Examples include:

Data required in the Affirmative Action Plan for Women and Minorities:

*Organizational profile &job group analysis

*Availability analysis

*Comparing incumbency to availability and placement goals

Affirmative Action Plan for Individuals With Disabilities and Covered Veterans

Veterans in the Workplace

Data for IBHE Employment Plans

Data for the IBHE Underrepresented Groups Report

Data for Recruitment and Retention of Employees

*Analysis of Promotions and awards of tenure

*Declined or Withdrawal Survey

*New Employee Survey

*Exit Survey

Data on Applicants

*demographic information, including race, ethnicity, gender, and veteran status

*highest degree and location earned

*most recent employer

*information on recruitment sources

Service Feedback:

*Search Process

*Visa Process

Gender Equity Survey in Athletics

Student Campus Climate Survey

Sexual Harassment Training Participation Tracking

If needed, provide supplemental comments to help the reader understand the program impact on the university mission.

Refers to Section 7: Within the modest operating budget, much of the expenditures are actually expended directly on the academic and other departments. Within its existing budget, OCRD absorbed the costs of posting faculty and A&P positions on a number of national sites (e.g., HigherEdJobs, InsideHigherEd) that departments wish to use. These actions achieved economies for the university as OCRD is able to obtain discounts related to bulk packaging and because OCRD staff is able to post very efficiently. OCRD also posts positions on many targeted and/or mandated sites in order to affirmatively recruit members of underrepresented groups, veterans, and person with disabilities. These actions enable academic and other departments to focus on networking within their respective specialized disciplines.

Over the three-year snapshot 54% of OCRD’s operating budgetis expended directly on placing position advertisements at many sites and also on marketing at conferences and in journals that target underrepresented groups. Eight percent was directly reallocated to academic departments for the recruitment of members of underrepresented groups at the time of employment.Six percent was expended directly on the submission of visa applications/petitions for faculty members.

The office itself operates very efficiently. Travel has been limited to meetings (e.g., IBHE, state agencies) where attendance is required to represent the university, to professional organizations where the director serves as an elected officer, and to conferences or institutes where members completed professional training. Staff has only attended training if on the program or completing specialized training leading to certification. As a cost-effective, efficient method of enhancing professional development, OCRD professionals also regularly participate in webinars and teleconferences. No computers or technologies have been upgraded or replaced for some years. During the snap-shot period, the office acquired one file cabinet and one shredder.

Provide a link to or listing of the program’s goals and/or strategic plan.

OCRD contributes to Eastern addressing both the overall intent and spirit of Eastern’s Strategic Plan as well as to the completion of specific “actions” set forth in Strategic Plan Goal #2 Global Competition and Changing Demographics. OCRD is an active partner with units across campus in recruiting and retaining highly qualified, diverse faculty and staff who deliver the academic programs and services for an increasingly diverse student body.

The office contributes to recruitment and retention by being proactive in training members of campus on building an inclusive campus that does not tolerate discrimination and harassment, by investigating and resolving issues, and by researching and analyzing potential issues in order to identify “best practices” that enhance efforts to recruit and retain students, faculty, and staff. OCRD carries out ongoing assessment of which recruitment processes are productive and cost-effective. OCRD collects information from candidates who decline offers as well as those who accept employment. OCRD studies information from exit surveys of departing employees to identify factors contributing to retention.

In analyzing university programming focused on the strategic plan goal #2 and in preparing many other internal and external reports, OCRD has made significant strides in assembling a much more complete picture of all the efforts currently undertaken across campus. OCRD is a key resource on these topics for institutional self-assessment that will inform planning.

What role will the program have in the implementation of the university’s strategic plan (provide link to strategic plan)?

See above.

In the next two or three years, what best practices, improvements in operations, or other opportunities to advance the university’s mission are likely to be implemented?

OCRD strives to sustain a high level of service and scope of duties in the context of expanding demands and diminishing resources. At the same time, OCRD proposes new initiatives that will enhance efforts to address the strategic plan, the mission, and core concerns of recruitment and retention. Selected initiatives include:

*Additional programming should be focused on addressing students’ perceptions of the campus and community climate. Such efforts will strengthen the recruitment and retention of students.

*Additional programming should be focused on encouraging more frequent, higher quality interactions among students, particularly fostering race relations. Efforts to promote civility and respect should be enhanced.

*The Visiting Distinguished Professor Program should be restored with modifications for current needs. It should be expanded to include Distinguished Community Leaders. These initiatives would enhance campus and community programming on diversity and inclusion. This programming will in part address the frequently expressed perception from students’ that needs to be more diverse programming and role models on campus.

*Funding should be restored to the recruitment and retention fund for faculty and staff. The university must continue aggressively recruiting highly qualified faculty and professional staff.   To offset reservations about the community and its location, Eastern must offer competitive packages to attract the faculty and professional staff that it seeks. Potential candidates, departments, and student would be benefit from this support.

*Closely tied to this investment should be support for programming to ease the transition of dual career couples/partners to the area. This issue is among the most frequently raised by candidates when considering whether they will accept employment and is a factor affecting the retention of faculty and staff.

*Budgetary support for the reinstatement of the Program for Professional Enrichment would support succession planning for leadership positions across campus, foster more opportunities for greater diversity within administrative and leadership positions, and enhance the retention of faculty and professional staff.

*Expand funding to implement additional proactive interventions to resolve conflicts among employees and among students. Expand funding for programming on diversity, cross cultural communications, and bullying. Such programming will contribute to the retention of students as well as faculty and staff.

*OCRD is piloting the adoption of technologies by academic departments and other units that make the operation of search processes for faculty and A&P positions more efficient and at the same time enable the Eastern to fully comply with new federal mandates. Expanded support for these technologies will lead to further efficiency and effectiveness.

*OCRD, in partnership with several others on Eastern’s campus, is considering ways in which potential collaborative relationships with regional community colleges, schools, municipalities, and other public agencies could lead to shared cost-savings and potential revenue streams for OCRD. OCRD is a resource on civil rights, diversity, and compliance issues that affect all public entities. As those agencies also face contracting resources, there may be ways to share costs on compliance and share expertise with mutual benefits.

If needed, provide supplemental comments to help the reader understand future opportunities for the program.