CURRENT FACTSScorecard on Diversity and Administrative Appointments Scorecards on Gender & Diversity This power point slide show (click your mouse to move through slides) uses pie charts to compare 2006 data on gender and ethnicity between students & tenure-track faculty. We include data on students and tenure track faculty University-wide, in each of the four colleges, and in each of the departments that is currently (07-08) conducting a search for new tenure-track faculty. All data is from the University web site. http://www.csueastbay.edu/ira/ Shameful Practices Contrary to Diversity and Inclusion Scorecard on Diversity and Administrative Appointments The Diversity Council for an Inclusive CSUEB is a coalition of four groups-- the Feminist Faculty Union, Black Faculty & Staff Association, Asian/Pacific Islander Faculty and Staff Association, Chicano/Latino Staff and Faculty Association—that have come together to address issues about diversity in provocative and proactive ways. We celebrate the fact that CSU East Bay has one of the most diverse student bodies of any university in the country; we take pride in helping our students succeed in a multicultural, global society; and we are committed to making CSU East Bay a national leader on teaching and learning for a diverse society. We honor and embrace the diversity of our students and our colleagues, knowing from our experience and our research that a diverse university population enhances learning for all students, faculty, and staff. Our mission statement, published in the Pioneer, is consistent with the University’s mission “to provide an academically rich, multicultural learning experience that prepares all its students to realize their goals, pursue meaningful lifework, and to be socially responsible contributors to their communities, locally and globally. “ One of the Diversity Council’s primary goals is to increase the diversity among female and male students, faculty, and staff, a goal consistent with the University objective to “promote the recruitment and retention of diverse high quality faculty, staff, and students.” Initially, we came together because of our shared concerns about the lack of diversity among President Qayoumi’s early administrative appointments. We have written to and met with the President to discuss our concerns and to obtain a place on his cabinet to ensure that issues of diversity are central to the business of the University. Now is the time to provide a scorecard on the President’s administrative appointments to date. How well is he doing in recruiting a diverse administrative staff? We borrow the idea of Diversity Scorecards from the Diversity Scorecard Project at the University of Southern California’s Center for Urban Education. Most scorecard projects focus on student success. Our purpose here is to assess how well the diversity of our current administration, staff, and faculty matches the diversity of our students. Our summary of the data shows that 71% of our students identify as people of color. At 57%, more than half of our clerical staff identify as people of color. In contrast, faculty represent a near reversal of the percentages of student diversity with only 34% of faculty identifying as people of color and 66% identifying as white. When we look at all levels of administrative positions we see a similar concern: only 35% of employees in these positions identify as people of color. A similar inequity exists in top-level administration appointments where 37% of those holding these positions are people of color. Finally, the highest level appointments are those administrators who sit on the President’s Cabinet. Currently President Qayoumi’s Cabinet is composed of five men and two women, including two people of color. Our students are 71% people of color and 63% female. The President’s Cabinet is 71% white and 71% male. What message do these numbers send to members and prospective members of the CSUEB community? How do you score that? The Diversity Council for An Inclusive CSU East Bay Eileen Barrett, Linda Jimenez, Terry Jones, and Evelyn Padua Andrews Of the 52 signers of our mission statement, we are 61% people of color and 52% female.
On January 19th, the University announced the appointment of a new Associate Vice President for Planning and Enrollment Management at California State University, East Bay. While we applaud the Administration’s efforts to improve enrollment management with this newly created position, the candidate selected for this position was hired without a search. There was no consultation with faculty and staff of color who have a commitment to the recruitment and retention of minority students to the campus. Why would this Administration act contrary to sound practices in hiring for diversity and inclusion? All the literature and evidence of best practices supports the premise that searches should be open and advertised in an effort to cast a wide net in order to attain a diverse pool of candidates. To select a candidate without forming a diverse, representative search committee, advertising the position, or inviting the University community to participate in meeting the candidates is exclusionary and contrary to the University’s stated commitment to diversity in hiring. Because of this exclusionary hiring, we can only wonder how many women or minority candidates may have been attracted to the position of Associate Vice President for Planning and Enrollment Management. The person selected for the position, Gregory Smith, from the small private
Menlo College in San Mateo, originally was a candidate for the position
of Vice President for Planning and Enrollment Management. Although he was
not selected for this position, he was then offered the position of Associate
Vice President. Dr. Smith may be qualified to serve as Associate Vice President;
however, in the absence of a search, we will never know if he was the best
candidate for our diverse community. The Diversity Council for an Inclusive CSUEB Eileen Barrett, Linda Jimenez, Terry Jones, Valerie Taniguchi 1. Smith, Daryl G. et al. “Interrupting the Usual: Successful Strategies for Hiring Diverse Faculty.” The Journal of Higher Education 75.2 (2004) 133-160.
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