Challenge 2 "Creating a Welcoming Campus Climate" Goals Actions Steps / Description Projected Outcomes Planned Completion Date Cost Metric Ensure a welcoming climate for A&A students. Continue fall welcome receptions in all units, with diversity as a key component. Support activities of minority student organizations. Create effective mechanisms for mentoring/advising. Sharing of the College’s mission of inclusion and tolerance. Increased sense of belonging in departments and at Penn State. Ensure that all students believe they can thrive in their areas and in their professions. Increased retention. Fall Fall Fall 2015- ongoing None Multicultural Coordinator will allocate a portion of student engagement funds to support these efforts Faculty/Staff time Such receptions take place. Target: 80% of students will report they feel treated with respect in their major/area of study. Survey students to monitor effectiveness. Create targets for retention. Ensure a welcoming climate for A&A faculty and Staff. Orientations and workshops as described under “challenge 1.” Create effective strategies for mentoring and advising, created and implemented at unit level. Increased retention. Cost as projected under “challenge 1” Create targets for retention. Play an integral part in ensuring a campus-wide welcoming climate. Develop strategies for the arts to be used as mechanisms for engaging with campus-wide diversity issues. (Example of SoT troupe.) Increased awareness of diversity/inclusion issues. Recognition of the role of the arts in addressing complex social/cultural issues. Begin spring Staff time and collaborative planning Unit diversity committees will report on projects engaged in throughout the year that have a campus wide impact.
Challenge 3 "Recruiting/Retaining Diverse Student Body" Goals Action Steps / Description Projected Outcomes Planned Completion Date Cost Metrics Continue to increase number of UG and Graduate multicultural and international students. Stay above the PA 19%. (A&A currently 29.6%.) Our focus should be on students from minorities in an attempt to come close to the national average of ~35% Continue to recruit from High Schools with diverse populations that have strong art/design backgrounds. Increase work with dept. alumni groups to reach out in their communities Continue the work started in Theatre, Visual Arts and Music in identifying and recruiting diverse applicants for UG and Graduate programs Offer creative thinking workshops for diversity focused pre-college groups Increase the pool of offered students form underrepresented and international students Fall 2012 Multicultural Coordinator has a recruitment budget. This may need to be increase based on “need to go” basis. 2003: 13.3% 2001: 19.1 % 2015: 28% Target for 2019 is 35% Increase recruitment of US undergraduate and graduate students from groups Work with the graduate officers in each program to determine needs and form a strategy with the Associate Dean’s office Increase the current percentage of students of color in the gradate programs Ongoing Faculty and Staff time to create targeted recruitment efforts 2011: 12% 2014: 14.2% Target for 2019 is 20% Increase retention of UG students. Note: Graduate student retention is not an issue Support student groups. Renew focus on mentoring/advising Ensure student access and exposure to faculty from diverse backgrounds whose curricular and research focus involves multicultural content Ensure curricular content and other programming is reflective of the recruited student body and affirms students’ unique and diverse backgrounds Continue to raise the 5-year retention and graduation rate for undergraduates. Currently at 66.7% for underrepresented students Ongoing Faculty and Staff time. Retention rate: 66.7% Target for 2019 is 80%
Challenge 4 "Recruiting and Retaining a Diverse Workforce" Goals Action Steps / Description Projected Outcomes Planned Completion Date Cost Metrics Develop and enact hiring practices that lead to an increase in faculty from underrepresented minorities and achieve gender balance. Ensure that women and candidates from underrepresented minorities are actively recruited for all searches. Create protocols for hiring practices including checklist of places to advertise (minority and gendered professional organizations). Update this list periodically and distributed across units. Contact colleagues for nominations of candidates. Explore a post-doc/post-mfa program to recruit faculty, possibly collaborating with other colleges/units Make ongoing recruitment visits to identified universities for potential applicants and invite PSU faculty and staff to assist. Standards become nationally recognized benchmark for level of integrity and accountability. Share standards across the commonwealth Ongoing Advertising, development funds to create post doc program and budget to recruit faculty of color. Cost of post-doc position(s) Faculty/staff travel and time. Minority faculty is currently 17% as of spring 2015. Target for 2019 is 20% Women faculty has increased from 42% to 47%. Target for 2019 is 50% Develop and enact hiring practices that lead to an increase in staff from minorities As above (modified for recruiting staff) Explore means and feasibility of recruiting outside of University and the Centre Region As above Ongoing As above regarding advertising and recruitment budget Minority staff remains at 3%, 2019 Target is 8%. Develop strategies for retaining faculty and staff from underrepresented minorities. Partner with the Forum on Black Affairs to reach out to all new faculty and staff of color when they are hired. Refer all new faculty to the University Faculty Mentor, to assist with the tenure process. Benchmark salaries Publicize diversity initiatives Develop diversity training and programming for all faculty and staff. Productive working environment capable of attracting a diverse mixture of faculty, staff, and students Ongoing Faculty/Staff time to coordinate and follow-up Monitor retention rates from 2015 – 2019 to develop a benchmark
Appoint faculty and staff from underrepresented minorities to leadership positions Challenge 5 “Developing a Curriculum that Fosters US and International Cultural Competencies” Goals Action Steps / Description Projected Outcomes Planned Completion Date Cost Metrics Continue to expand diverse, cross-cultural, and global course content across units, and raise awareness of the arts as a space for engaging with issues of diversity and cultural competency. Offer one and two-credit courses based on Center for the Performing Arts being done with Nile Project spring 2015; DJ Spooky Spring 2016 Create gen ed course based on initiatives such as “cultural conversations.” Design and offer workshops on development of multicultural fluency and through the Presidential Leadership Academy Maintain an updated list of multicultural and global courses and publicize widely. Encourage all PSU faculty to incorporate arts events that highlight diversity into courses. Increased cultural competency and awareness of diversity issues for all students within the College, and all students at Penn State. Increased recognition of the arts as playing an important role in cultural competency and awareness of diversity issues. Spring 2017 Faculty time for course development Increase IL and US offerings by 30% Maintain and publicize high level of A&A student participation in Study Abroad Leverage the efforts of Randy P’s Office Raise campus visibility of College efforts. Ongoing Maintain current level of 62% Increase the number of student and faculty exchanges Continue to encourage visiting scholars in A&A disciplines. Encourage/incentivize faculty to internationalize the curriculum Coordinate initiatives across units within the college. Identify and cultivate exchange partners and programs for students and faculty Ongoing Increase current exchanges programs (12) by 20% by 2019.
Challenge 6 "Diversifying University Leadership and Management" Goals Action Steps / Description Projected Outcomes Planned Completion Date Cost Metrics Increase the number of women and faculty in leadership roles at unit and college level. Ensure equity in assignment of women and minority faculty to administrative and service opportunities Develop pipeline strategies to raise the level of College investment in leadership development. Encourage women and underrepresented faculty/staff to take part in university-wide leadership training opportunities. Increased diversity among unit college leadership, and attendant benefits. Ongoing. Time to invent the pipeline strategies. Costs of these strategies. Minimum of 10% increase in leadership roles by 2019. Minimum increase of 10% participation in leadership development training for women and faculty of color. Challenge 7 "Coordinating Organizational Change to Support Our Diversity Goals" Goals Action Steps / Description Projected Outcomes Planned Completion Date Cost Metrics More effectively communicate events and accomplishments Explore developing an annual calendar of diversity events within the college and advertise these via campus diversity calendars and announcements. Increase in number of news stories that intentionally highlight/examine these issues. Share best practices with Increased awareness about diversity programming within and beyond the college. Spring 2016 Staff time to produce the news items for the calendar, and university announcements, and web column. Establish and track activity to use as benchmark for following years.