College of Communications
DIVERSITY STRATEGIC PLAN
2004 Ð 2009
September 2004*
The Accrediting Council for Education in
Journalism and Mass
Communications (ACEJMC)
notes: ÒWhile race and gender are
not the only factors important in protecting and advancing a diversity of
opinion and information, they contribute heavily to the divergent views in a
multicultural society. Central to
the mission of journalism and mass communications is the preparation of students
to serve such a diverse society.
Because of this important role, journalism and mass communications
educators must emphasize the importance of diversity and the roles of women and
minorities in teaching students to understand, communicate about and relate to
a multicultural society.Ó
DiversityÑof faculty, students and curriculaÑlong has been a College priority. Indeed, during the CollegeÕs six-year national review in 2000-2001 by ACEJMC, the site-visit team wrote: ÒThe message is loud and clear: inclusion is the goal for faculty, staff, student body and curriculum.Ó The review singled out for praise the CollegeÕs Office of Multicultural Affairs, the dramatic increase in scholarships for students of color, the cultural heritage activities and the curriculum. The report cited Òthe exceptional job the College has done in its diversity initiatives.Ó Similar praise was included in the 2001 Graduate Program Review and Assessment Report, issued by Penn StateÕs Graduate School, which concluded: Ò[T]he CollegeÕs emphasis on and success in enhancing diversity in graduate education provides a role model for other colleges.Ó The 2001 Feedback of Progress Implementing A Framework to Foster Diversity at Penn State noted the College had Òmade a clear and public commitment to diversityÓ and that it had Òsuccessfully [increased its] numbers of students and faculty from underrepresented groups [and contributed] in thoughtful ways to the diversity agenda for the University community.Ó
That
said, the College recognizes that it can do better. Faculty and staff value the richness of diversity. The Office of Multicultural Affairs
actively engages in the recruitment and retention of a diverse student body;
provides extensive academic, personal and career counseling; helps coordinate a
full array of student organizations; oversees a two-week summer workshop for
high-school students of color; regularly coordinates trips to minority student
job fairs; coordinates cultural awareness heritage lectures and receptions; and
coordinates the Summer Research Opportunity Program (SROP), which brings
talented minority undergraduate students to campus who are then matched with
research mentors from the faculty.
The Office of Multicultural Affairs -- headed by
the assistant dean for multicultural affairs and a full-time staff assistant --
assumes much of the responsibility for daily and sustained leadership and
oversight of the CollegeÕs diversity efforts. That office is the centerpiece of broad-based College
diversity efforts that systematically involve the Office of Academic Services,
the professional academic advisers, the Office of Internships (its director and
staff assistant), the Office of the Dean and faculty advisers from each of the
four departments in the College.
Challenge 1:
Developing A Shared And Inclusive Understanding
Of Diversity
Strategy: Communicate
clear and consistent descriptions of the UniversityÕs and the CollegeÕs
diversity, cultural and sexual orientation objectives and initiatives.
Outcome: The
CollegeÕs assistant dean for multicultural affairs conducts regular diversity
scholar, ambassador and general student meetings to discuss academic
requirements, cultural heritage activities, semester special events, leadership
achievements and personal concerns. Through these meetings, where printed materials
that pertain to inclusivity often are distributed, our students, faculty, staff
and constituents come to value the CollegeÕs commitment to diversity -- which
has a positive effect on the climate.
Outcome: Dedicated
bulletin boards in College high-traffic areas contain constantly updated
information on orientation sessions, social events, student organizations and
student accomplishments.
Outcome: Common
space shared by the Office of Multicultural Affairs, the Office of Internships
and the Office of Academic Services contains diversity brochures, resume
booklets, scholarship information and culturally-themed magazines.
Outcome: A
College diversity website is maintained by the Office of Multicultural Affairs
and the coordinator of College relations.
Strategy: Appoint
a diversity committee that is well-defined, proactive, involved in appropriate
policy recommendations and that uses a variety of approaches to communicate
within the College. The
committee would have a diverse membership, including the dean, the assistant
dean for multicultural affairs, faculty, staff, undergraduate and graduate
students.
Outcome: The
committee informally assesses the climate of the College, addresses and
evaluates goals in the UniversityÕs ÒFramework to Foster Diversity,Ó discusses
general matters of inclusivity, provides the dean and assistant dean for
multicultural affairs input on faculty, staff and student issues and,
periodically, considers surveys to determine perceptions of climate.
Strategy: Conduct
periodic climate assessment surveys to determine faculty, staff and student
views; act appropriately on areas that show need for improvement on negative
perceptions.
Outcome: Examine results from College climate survey
conducted in 2000 and results from the comprehensive University-wide
Faculty/Staff Survey conducted in 2004.
Results were positive. For
example, some 82 percent of the College respondents in the 2004 survey agreed
that the unit Òis welcoming for employees from underrepresented groups;Ó 66
percent agreed that Òacceptance of diversity in the workplace has improved in
the past three years;Ó and 78 percent agreed that the unit Òproactively
addresses issues related to race.Ó
Strategy: Sponsor
regular diversity-themed lectures to enhance awareness and understanding and
schedule a variety of diverse speakers into classes throughout the curriculum.
Outcome: Three
special lectures are planned and conducted annually by the CollegeÕs Office of
Multicultural Affairs during Hispanic Heritage Month, African-American Heritage
Month and Asian-American Heritage Month.
Faculty members constantly are looking for guest speakers from
underrepresented groups.
Strategy: Create
a welcoming climate, spearheaded by the Office of Multicultural Affairs, by
making available a variety of student organizations that emphasize the
importance and value of inclusivity.
Outcome: Scores
of students are connected socially and professionally by becoming active
members of chapters and clubs such as the National Association of Minorities in
Communications (NAMIC); the Penn State Association of Journalists of Diversity
(PSAJD); the African, Hispanic, Asian and Native American Student Organization
(AHANA); and the Women in Cable and Telecommunications (WICT).
Strategy: Create
an environment that cultivates diversity and celebrates differences by
sponsoring a variety of cultural heritage recognition events, endowed lectures
and other special programs.
Outcome: Hundreds
of students, staff and faculty members attend and learn from these special
occasions that annually feature prominent media practitioners and scholars.
Strategy: The
assistant dean for multicultural affairs conducts informal climate assessments
during regular meetings with CollegeÕs university scholars, the general student
body, and at student club meetings and discussions with club officers.
Outcome: Issues
and concerns are identified at early stages and discussed and dealt with by
taking appropriate steps.
Strategy: Actively
recruit undergraduate students of color through personal visits,
partnerships
with high schools, correspondence and telephone calls coordinated through the
Office of Multicultural Affairs.
Outcome: Systematically
increase minority student enrollment.
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
# students 144 150 163 181
188 216 274 288 322 334 383 384
% change 4% 9% 11% 4% 15% 27% 5% 12%
4%
14.7% .3%
Strategy: Retain
students of color by establishing and maintaining peer support groups.
Outcome: The
National Association of Minorities in Communications (NAMIC), the Penn State
Association of Journalists of Diversity (PSAJD), the African, Hispanic, Asian
and Native American Student Organization (AHANA), the Women in Cable and
Telecommunications (WICT) and the diversity ambassadors meet regularly and
encourage the academic and professional success of their members.
Strategy: Recruit
undergraduates by continuing to hold and enhance annual two-week summer
high-school journalism workshops for students of color (launched in 1989);
maintain contacts with participants to offer career guidance, scholarship
information and advice about college admissions.
Outcome: Through
funding from Dow Jones, Gannett and others, enroll up to 20 students each
summer.
Strategy: Make
maximum use of available College- and University-based funds to recruit
top-tier students.
Outcome: Through
aggressively judicious use of Knight Diversity Scholars funds and Bunton-Waller
Scholarship funds, build an accomplished cadre of exceptional students of
color.
Strategy: Build
endowed funds and increase annual funds to help diversify the student body.
Outcome: Provide
College-based and generated scholarship support for deserving students of
color, with the Knight Diversity Scholars Program functioning as a financial
anchor.
1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04
$2,775 $12,535 $31,185 $43,290 $43,500 $61,723 $65,000 $82,000 $71,415
Strategy: Actively
recruit graduate students of color through coordinated personal visits, on-site
networking at historically Black universities such as Dillard, Clark Atlanta,
Morehouse and Spellman and targeted institutions with substantial enrollments
of students from other protected classes, and through systematic correspondence
and telephone calls.
Outcome: Systematically
increase minority graduate student enrollment.
1997 1998 1999 2000 2001 2002
2003 2004
# students 4 5 11 12 18 18 15 19
% change 25% 120% 9% 50% 0%
-16.7% 21%
Strategy: Actively
recruit international students through networking, correspondence and telephone
calls.
Outcome: Maintain
significant international graduate student enrollment.
1997 1998 1999 2000 2001 2002 2003 2004
# students 13 16
20 24
21 26
34 34
% change 23% 25% 20% -4% 24%
30.8% 0%
Strategy: Through
increased scholarship support, advising, involvement in student organizations
and peer tutoring, retain students.
Outcome: Keep
retention rates in the 90% range for students of color between their freshman
and sophomore years and at least in the 80% range for students between their
sophomore and junior and their junior and senior years.*
Admit Semester: FA 94 FA 95 FA 96 FA 97 FA 98 FA 99 FA 00 FA 01
FA 02
# students 25 32 38
33
51 34
43 64 44
% Retained
After 1 year
100.0 90.6
94.7 93.9 76.4 88.2
90.6 89.0
After 2 years 88.0
81.2 81.5
96.9 68.6 85.2
88.3
After 3 years
92.0 75.0
73.6 87.8 64.7 76.4
% Graduated
After 4 years
80.0 56.2 68.4 69.6 54.9
52.9
After 5 years
88.0 71.8
73.6 75.7 62.7
After 6 years
88.0 71.8
73.6 78.7
*These data are taken from the University database using the Integrated Student Information system (ISIS) AIDAE-RPM data extraction tool in January 2004. ÒRegular admitÓ excludes advanced standing, provisional, non-degree and non-degree to degree, readmit, and reinstate statuses.
Outcome: Systematically
increase the number of students of color who earn baccalaureate degrees.
1997-1998 1998-1999 1999-2000 2000-2001 2001-2002 2002
-2003
# graduates 30 61 75 83 75
90
% change 103% 23% 11%
-11% 20%
Strategy: Actively
recruit faculty of color through personal contacts, networking, advertising and
appropriate minority media and academic organizations.
Outcome: Systematically
increase the number of full-time faculty members of color.
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
2004
5 7 6 6 6 8 9 10 11 11 11
Strategy: Actively
recruit female faculty through personal contacts, networking, advertising and
appropriate media and academic organizations.
Outcome: Systematically
increase the number of full-time female faculty members.
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
2004
15 15
18
16
21 20 21
22 20 19 24
Strategy: Improve
the success of search processes in identifying and assessing the credentials of
women and minority candidates by including the assistant dean for multicultural
affairs in all faculty searches and ensuring that committees are diverse.
Outcome: Diverse
search committees, coupled with charges that include the importance of
inclusivity, ensure that the broadest possible pools are sought and considered.
Strategy: Further
diversify the staff by actively recruiting staff members of color through
personal contacts, networking and appropriate organizations.
Outcome: Systematically
increase the number of full-time staff members from protected classes.
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
2004
3 3 4 4 4 4 4 4 4 4 4
Strategy: Actively recruit female staff members through personal contacts, networking and appropriate organizations.
Outcome: Systematically
increase the number of full-time female staff members.
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
20
19
18
16 19
18
21 22 23 23 22
Challenge 5:
Developing A Curriculum That Supports The Goals
Of Our New General Education Plan
Strategy: Develop
a curriculum that fosters intercultural and international competences by
offering courses in each major that incorporate diversity modules where
relevant.
Outcome: Introduce
students to inclusivity and diversity components, impact and ramifications in
scores of conceptual and technique course sections.
2000
- 2001 2001
- 2002
2002 - 2003
#
course 60 73 85
sections
Strategy: Prepare
students to work and live in todayÕs multicultural world by offering
stand-alone diversity-focused courses.
Outcome: Expose
students to the historical, economic, legal, political, social and
international implications of the relationship between women, minorities and
the mass media in at least three different courses devoted primarily to these
issues.
Strategy: Support
the personal and professional growth of all our employees and seek varied
opportunities for them to expand their skill sets and exposure to leadership
and diversity activities.
Outcome: By
recommending and funding faculty and staff participation in leadership
development programs such as the Penn State Leader; the Penn State Management
Institute; the Penn State Leadership Academy and Mastering Supervision, our
colleagues are prepared to assume leadership responsibilities.
Outcome: Require
that all of the CollegeÕs newly hired staff members attend the Affirmative
Action Office program, ÒUnderstanding and Valuing Diversity,Ó during their
first month of employment. This
program helps provide the tools our staff needs to work effectively in a
multicultural organization.
Strategy: Diversify
the leadership of the College of Communications.
Outcome: The
College has appointed one of its senior female faculty members to the position
of associate dean for undergraduate education, effective July 2005. An African-American male serves as
assistant dean of multicultural affairs.
A female faculty member directs the newly created Jimirro Center for
Media Influence. Two minority
faculty members and one female faculty member serve as co-directors of research
institutes. A female faculty
member directs international programs.
Outcome: The electoral processes we use to select individuals for key roles in the College governance structure has led to the appointment of faculty members from underrepresented groups to key leadership positions. The faculty elected a female as ombudsperson in 2003. A female faculty member chaired the College curriculum committee in 2003-04, and two-thirds of its members were from underrepresented groups. In 2003-04, a female faculty member chaired the department promotion and tenure committee and 60 percent of its members were from underrepresented groups.
Outcome: The majority of the deanÕs leadership staff is comprised of women, two of whom are from protected classes: director of development, director of human resources, director of operations, facilities manager and financial officer.
Challenge 7: Coordinating Organizational Change To
Support Our
Diversity Goals
Strategy: Build broad-based diversity efforts, with the CollegeÕs Office of
Multicultural Affairs functioning in tandem with several faculty, staff and
students.
Outcome: Coordinated
diversity efforts involve systematically intertwined work of the Office of
Multicultural Affairs, the director of academic services, professional advising
staff (who see virtually all of the students from underrepresented groups on a
regular basis), the director and staff of the Office of Internships, and
College administrators -- all of whom function in geographical proximity to one
another.
Strategy: Recognize
and value faculty research that examines the experiences of underrepresented
groups in the United States as well as the impact of international media
coverage.
Outcome: More
than one-third of all faculty link their research and teaching to infuse a
multicultural and international foundation in their courses.
Strategy: The
assistant dean for multicultural affairs serves on the CollegeÕs executive
committee with department heads and the academic deans.
Outcome: College leaders are systematically and actively involved in discussing, working toward and achieving the unitÕs inclusivity goals.