RIT Action Plan for Race and Ethnicity
Year One Score Card
The RIT Action Plan for Race and Ethnicity Year One Score Card provides an update regarding initiatives in the plan.
The status of projects or initiatives in the plan are designated orange, yellow, or green, depending on progress to goal.
- Completed/Nearly Complete: Initiatives designated Green are substantially complete with clear evidence that the goal is being realized or achieved.
- Ongoing: Initiatives designated Yellow have enjoyed great discussion and action to move the initiatives forward and the initiatives are well on point to achieve goals.
- Initial Stages: Initiatives designated Orange have enjoyed conversations or discussions but actions are still in the initial stages with heavy lifting anticipated in year two of the plan.
Initiative I: RIT Leadership will set the tone for communicating the diversity message, commitment and progress.
The RIT President will regularly articulate RIT’s diversity commitment during presentations, highlighting both initiatives and progress. Vice Presidents, Deans and 1st Level Managers also hold responsibility for regularly sharing diversity initiatives and progress with various audiences.
RIT’s diversity commitment is regularly shared during presentations and efforts continue to share broadly both at and beyond RIT.
All of RIT’s senior leadership and managers will be required to participate in a development program focused on inclusive leadership.
In AY 2021-22, both the active BOT members and the President’s Administrative Team participated in diversity education, including the Intercultural Development Inventory. Focus in this space continues for not only the President’s team but also the next level of RIT leaders.
Members of the President’s Cabinet will serve as a pilot for this initiative.
The President’s Administrative Team completed the Intercultural Development Inventory and Debrief.
Upon completion of the pilot, leadership will determine the best path forward.
The President’s Administrative Team evaluated the IDI experience and determined next steps to pilot another initiative with RIT Deans and select staff from DDI and HR.
Develop manager education around what it means to be an inclusive leader and create a program for supervisors to develop skill sets and confidence to implement DEI plans for individual employees.
Human Resources continues to lead these efforts.
Institute an annual requirement for all employees to receive education related to creating an inclusive culture.
The Diversity Education Module was developed in year one of the plan and is being piloted in year two for feedback/modification and implementation in year three.
Host regular events whose mission is focused on diversity and inclusion.
Discussions are in the initial stages.
Initiative II: Create a new tradition of Day of Understanding, Solidarity and Racial Reconciliation over the next five years to build a culture of brave, accountable, and effective dialogue about race, ethnicity, and racism.
RIT faculty, staff, students and alums who have completed research, scholarship, or have practitioner experience related to this subject will be highlighted in this one-day conference.
The inaugural “Together RIT: Day of Understanding, Solidarity and Racial Reconciliation” will take place on Friday, October 21, 2022. Following the kick-off event, planning will continue for next year.
Mechanisms to enhance student participation will be employed.
Discussions began last year regarding how the RIT Calendar can accommodate “Together RIT” and these actions are underway for future years.
Strategies to enhance participation by all RIT employees will be employed.
RIT Vice Presidents are leading efforts to enhance participation by all RIT employees.
Initiative III: Continue to strengthen RIT’s connections and commitment to the City of Rochester and its people, creating opportunities (see also Pillar II, Supporting Action Step II.2.d) for engagement by RIT’s students, faculty, and staff.
Expand RIT’s commitment to urban entrepreneurship and economic recovery in downtown Rochester.
Efforts to build relationships with downtown Rochester continue. Efforts include, but are not limited to, the Center for Urban Entrepreneurship (CUE) which hosts its highly successful Business Pitch competition, open to all businesses operating within Monroe County with a $25,000 prize; Center for Public Safety Initiatives (CPSI); City Art Space—RIT’s Downtown Venue for Art, Design, and Creativity (which featured the exhibit, Clarissa Uprooted: Unearthing Stories of Our Village, 1940s-early 1970s); and supporting the Harriet Tubman Journey to Freedom Celebration through multiple RIT-led events, including Social Justice Patches presentation at RMSC, field trip to “Harriet Tubman’s Auburn” with a group of RIT students and a group of city youth and chaperones, and hosting descendant of Harriet Tubman and literacy activist, Rita Daniels, to speak at RIT.
Work with developers and city officials to expand RIT’s downtown presence.
RIT President and Vice President for Government and Community Relations lead these efforts.
Initiative IV: Convey the essence of RIT’s diversity story in all its forms.
Conduct research of AALANA groups to understand drivers and barriers to joining RIT.
The Division of Marketing & Communications partnered with the Division of Diversity and Inclusion in the fielding of qualitative and quantitative research via the Simpson Scarborough Brand Health Tracker, providing important insights on the perceptions held by prospective students, current students, faculty, staff, and alumni. These insights, along with the National College Health Assessment administered in Fall 2021 by the Division of Student Affairs, have helped to strengthen, support, and inform the Student Success Steering Committee and the Campus Climate Survey initiatives.
Conduct quantitative and qualitative research – along with analysis of existing data sources – to understand breadth and depth of awareness and perceptions of RIT, especially among prospective AALANA students and their parents. This research will also look to identify drivers and barriers to joining RIT.
The Division of Marketing & Communications partnered with the Division of Diversity and Inclusion in the fielding of qualitative and quantitative research via the Simpson Scarborough Brand Health Tracker, providing important insights on the perceptions held by prospective students, current students, faculty, staff, and alumni. These insights, along with the National College Health Assessment administered in Fall 2021 by the Division of Student Affairs, have helped to strengthen, support, and inform the Student Success Steering Committee and the Campus Climate Survey initiatives.
Leverage the Campus Climate Survey (see Pillar II, Initiative II.2.a) to gain an enhanced understanding of the current climate for AALANA students, faculty, and staff – which, along with III.1.a, will create a “perception vs. reality” gap analysis.
The Division of Marketing & Communications partnered with the Division of Diversity and Inclusion in the fielding of qualitative and quantitative research via the Simpson Scarborough Brand Health Tracker, providing important insights on the perceptions held by prospective students, current students, faculty, staff, and alumni. These insights, along with the National College Health Assessment administered in Fall 2021 by the Division of Student Affairs, have helped to strengthen, support, and inform the Student Success Steering Committee and the Campus Climate Survey initiatives.
Utilize the above to develop recommendations for and implementation of marketing communications strategies/tactics.
The Division of Marketing & Communications partnered with the Division of Diversity and Inclusion in the fielding of qualitative and quantitative research via the Simpson Scarborough Brand Health Tracker, providing important insights on the perceptions held by prospective students, current students, faculty, staff, and alumni. These insights, along with the National College Health Assessment administered in Fall 2021 by the Division of Student Affairs, have helped to strengthen, support, and inform the Student Success Steering Committee and the Campus Climate Survey initiatives.
Diversity audit of RIT’s marketing communications techniques and tactics.
The Division of Marketing & Communications partnered with the Division of Diversity and Inclusion in the fielding of qualitative and quantitative research via the Simpson Scarborough Brand Health Tracker, providing important insights on the perceptions held by prospective students, current students, faculty, staff, and alumni. These insights, along with the National College Health Assessment administered in Fall 2021 by the Division of Student Affairs, have helped to strengthen, support, and inform the Student Success Steering Committee and the Campus Climate Survey initiatives.
Enhance education and understanding of diversity and inclusion to improve marketing and communications to these audiences, especially among prospective AALANA students and their parents.
The Division of Marketing & Communications partnered with the Division of Diversity and Inclusion in the fielding of qualitative and quantitative research via the Simpson Scarborough Brand Health Tracker, providing important insights on the perceptions held by prospective students, current students, faculty, staff, and alumni. These insights, along with the National College Health Assessment administered in Fall 2021 by the Division of Student Affairs, have helped to strengthen, support, and inform the Student Success Steering Committee and the Campus Climate Survey initiatives.
Highlight diversity stories (including diversity scholars and their research, featuring alumni of diverse backgrounds, etc.) through the four main channels of content distribution (i.e., Paid, Earned, Shared, and Owned media).
The Division of Marketing and Communications also worked with the Division of Diversity and Inclusion to secure and promote RIT national accolades: Forbes Magazine (ranked No. 151 in Forbes’ 2021 “America’s Best Employers for Diversity,” which also places RIT No. 19 among all U.S. colleges and universities); INSIGHT Into Diversity magazine (named RIT a 2022 Higher Education Excellence in Diversity [HEED] Award recipient for the ninth consecutive year and a 2022 “Diversity Champion” for the eighth consecutive year); STEM Workforce Diversity Magazine (RIT received national recognition for its work to help diversify the STEM workforce, with STEM Workforce Diversity Magazine ranking RIT among its top 20 universities for 2021); Winds of Change magazine (listed RIT, for the 11th year in a row, as one of the “Top 200 Colleges for Native Americans” in the American Indian Science and Engineering Society’s Winds of Change magazine).
Examination of best practices at RIT as well as other universities (and other sectors) will provide guidelines, instructions, and a toolkit to help build confidence and authority for our campus-wide community of marketers and communicators.
Examination of best practices at RIT and other universities continue.
Initiative I: Increasing the percentage of AALANA First Year Undergraduate and Graduate students.
Increase specific, accountable pathway programs for AALANA students that leverages the best work of the RIT K-12 University Center and MCAS and other cohort programs, building additional partnerships with strategically selected high schools.
Enrollment Management is leading efforts to enhance current partnerships (e.g. Destler/Johnson). For example, RIT has a new partnership with DREAM Charter School in East Harlem that allowed us to welcome 8 students this fall. This partnership is focused on the objective of a 100% graduation rate.
The Performing Arts Scholars program will be moving forward as a vehicle for formal partnership with schools such as School of the Arts (SOTA) and Buffalo Arts Academy. Onsite auditions are scheduled this fall for SOTA and BAA.
Form a committee of Admissions and Financial Aid staff/faculty/students.
Discussions are in the initial stages.
Create a cross-divisional Enrollment Diversity Advisory Team (staff, faculty and students) charged with planning, communicating, supporting and implementing practices to increase AALANA applications, visitors, enrollments and graduates.
Work continues to improve coordination between K-12, Enrollment Management and the Multicultural Center for Academic Success.
Identify, market, and award untapped scholarships—from foundations, corporations, friends and alumni.
Efforts to identify, market, and award untapped scholarships continue.
Initiative II: Improve persistence and graduation rates among AALANA students and reduce disparities between AALANA and non-AALANA students.
Implement initiatives that increase persistence and retention among AALANA students.
Based on a final report of the Student Success Steering Committee in year one of the plan, recommendations will be examined for implementation in years two and three of the plan. Meanwhile, other best practices to support ALANA students continue, such as student-facing programs and services offered through the Divisions of Academic Affairs, Diversity and Inclusion, Student Affairs, and the National Technical Institute for the Deaf (NTID).
RIT names Neeraj Buch as new dean of undergraduate education and associate provost for student success. “The leadership of Dr. Buch will be imperative as we continue to expand RIT’s undergraduate educational portfolio and improve our retention and graduation rates” (Granberg, September 28, 2022, University News).
Expand the RIT Steering Committee for Student Success’s charge to explicitly include the contributors/ barriers to AALANA student success.
The Division of Diversity & Inclusion partnered with the RIT Student Success Steering Committee regarding the charge to explicitly examine the contributors/barriers to AALANA student success. The final report, based on extensive qualitative and quantitative research and comparisons of RIT best practices with national best practices, is forthcoming this Fall 2022.
Conduct a growth and funding study of DDI and other AALANA graduate and undergraduate student support programs, including those in the academic colleges. Prioritize funding to expand initiatives that improve AALANA student success.
Several DDI initiatives—both RIT supported (Diversity Education, Diversity Theater, MOCHA, MOSAIC Center, MCAS, Native American Future Stewards Program, WOCHA) and grant funded (CSTEP, HEOP, LSAMP, McNair Scholars)—and initiatives across colleges and divisions support AALANA student success.
The research done year one and forthcoming Student Success Steering Committee report will assist us in year two as we examine growth and funding needs as well as ways to increase AALANA student participation in the RIT Honors program.
Increase the number and proportion of AALANA students participating in RIT’s Honors Program.
Discussions began in year one and will continue in year two of the plan.
Identify and deploy new ways to strengthen AALANA students’ sense of belonging to RIT.
The RIT Diversity Climate Survey, administered in year one, will inform efforts to enhance and implement in year two and year three of the plan.
Select and administer a nationally-normed student and employee climate survey that focuses on race.
The 2022 Diversity and Equity Campus Climate Survey was administered in Spring 2022. “The Campus Climate Survey Committee will review the survey results in year two and provide recommendations for achieving a more inclusive, engaging, and supportive environment for our students, faculty, staff, and administrators.”
Provide resources that educate faculty and staff to more effectively support AALANA students. Include racial identity development, history of racism in the US and in higher education, and anti-racism approaches.
The inaugural “Together RIT: Day of Understanding, Solidarity and Racial Reconciliation” will take place on Friday, October 21, 2022.
In addition to diversity education offerings through the Offices of Diversity Education and Diversity Theater, the Diversity Education Module being developed in year one of the plan, will be piloted in year two for feedback/modification and implementation in year three.
Further, the newly appointed Strategic Priority Fellow in Diversity, Equity, and Inclusion, Torrence Sparkman, will enhance education of faculty and staff to more effectively support AALANA students. Finally, joining other efforts underway (CLA Diversity, Equity, Inclusion and Access Committee, COS Inclusive Excellence, KGCOE Engineers of Color Creating Opportunity, KGCOE Diversity and Inclusion Committee, NTID Office of Diversity & Inclusion, etc.), several new positions in the colleges support diversity initiatives, including the COS inaugural Director of Diversity, Equity and Inclusion, Lea Michel; the GCCIS Director of Diversity Initiatives & Women in Computing, Lana Verschage and Assistant Director of Diversity Initiatives, Barbara Contreras.
Working with appropriate governance committees, evaluate the extent to which RIT’s curricular offerings appropriately reflect the commitments and priorities of RIT with regard to diversity and inclusion.
RIT’s Faculty Senate has been deeply engaged in helping to move RIT’s culture towards greater diversity and inclusivity. Last year the senate unanimously approved the creation of a new standing committee on diversity, equity, and inclusion. The senate is working on several initiatives directly related to the plan including opportunities to diversify RIT’s curriculum.
Enhance the research and education climate by proposing a Center on Race and Justice that addresses issues important to Rochester and this region and make funding a development priority.
The Divisions of Academic Affairs, Diversity and Inclusion, and University Advancement have been quite engaged year one meeting with students, staff, faculty, alums, Minett Professors, and community representatives as we establish a fundable focus for the Center for Race and Justice. We believe we now have a focus that better connects RIT with the greater Rochester community and look forward to better shaping this focus in year two.
Make the establishment of Endowed Chair positions for disciplines related to African American, Latinx and Native American studies a development priority.
Dean Anna Stenport, College of Liberal Arts, in collaboration with the Divisions of Diversity & Inclusion and University Advancement, leads efforts to strategically invest in faculty positions that help our students think deeply about their role in society and how they can be leaders who bring about positive societal transformation. Professorships in Black/African-American, LatinX, Asian-American, Indigenous/Native American and Gender/LGBTQUI Studies is the focus of these efforts in year two of the plan.
Initiative I: Create and support formal structures, broader engagement in and accountability for DEI work (e.g., committees, governance involvement, dedicated staff diversity-related positions, appraisals, etc.).
Employ intentional and comprehensive efforts to incorporate and reflect DEI work across all constituencies including requiring DEI related information/goals in every performance appraisal, plans of work, annual reports, etc.
These efforts continue at many levels, including Human Resources and our governance groups. Amongst the governance groups, the newly established Student Government Director of Ethnical Governing, Staff Council Ad Hoc Diversity, Equity and Inclusion Committee and Faculty Senate Committee on Diversity, Equity, and Inclusion lead efforts, respectively, for students, staff and faculty.
Comprehensively review all systems, policies, procedures for systemic inequity. Focus first on examining, revising, and enhancing current hiring and advancement practices for both staff and faculty to ensure equity and inclusion. Include mentoring and talent development programs.
Human Resources and Academic Affairs lead efforts in this space. The Executive Diversity Advisory Committee (EDAC), led by the Senior Vice President for Finance & Administration and the Associate Vice President and Chief Human Resources Officer, provide ongoing direction.
Recognize the valuable contributions of AALANA faculty and staff, support and make possible the participation in shared governance (Staff Council and Academic Senate) and involvement in other DEI activities by adjusting workflow and/or providing other supports.
Human Resources and Academic Affairs lead efforts in this space.
Initiative II: Examine, revise and enhance current hiring practices for both staff and faculty with an eye towards expanding our ability to be creative and opportunistic in the way we approach inclusive hiring.
Create dedicated position(s) focusing on outreach and recruitment of diverse staff and parallel ongoing initiatives from OFDR.
Human Resources appointed Jahmar Elliott Assistant Director of Talent Acquisition & Staff Diversity Outreach. Under his watch, for example, the RIT Job Fair held at Rochester Saving Back/Center for Urban Entrepreneurship is designed exclusively for community members looking to explore Staff career opportunities at RIT by connecting them with hiring managers from various divisions and departments across the campus.
NTID will create specialist resources.
Specialist positions for the National Technical Institute for the Deaf (NTID) were established in year one but met with some challenges due to the great resignation. NTID and Human Resources successfully partnered to create a dedicated talent acquisition position for NTID staff roles which was recently filled. These aspects are being heavily examined for course corrections as needed (salaries, budget, etc.) in year two.
Enhance personnel and funding support for OFDR that allows a greater range of innovative outreach aimed at prospective AALANA faculty.
Although we saw gains in enhancing staff for the Office of Faculty Diversity and Recruitment, the great resignation, coupled with increased replication of OFDR across the nation, challenges RIT to maintain pace in this space. As we enter year two of the plan, these aspects are being heavily examined for course corrections as needed (salaries, budget for FFCEP and other outreach, etc.)
Ensure dedicated personnel to better focus recruitment and retention.
Several RIT units have felt the impact of the great resignation; however, we are grateful for the efforts of Human Resources in partnering to enhance search and educational processes. Jahmar Elliott, Assistant Director Talent Acquisition and Staff Diversity Outreach, is outstanding and a great asset to the HR team.
Review the FFCEP structure and consider funding to invite a larger cohort of scholars.
These aspects are being heavily examined in year two of the plan for course corrections as needed (travel and hospitality budget for FFCEP and other outreach, etc.)
Institute/revise search and educational processes that support inclusive, bias-free decisions with attention given to job description development, placement of the job advertisements, inclusive search committee memberships, interview best practices, selection of finalists, and hosting campus interviews.
Human Resources, Diversity Education and Diversity Theater continue to enhance efforts in these spaces.
Actively work towards diversifying membership on search committees.
Human Resources, Diversity Education and Diversity Theater continue to enhance efforts in these spaces. As HR engages with search committees, they have introduced and are actively communicating with search chairs about their responsibility to have search committee representation that is reflective of the RIT community.
Require current Inclusive Hiring Training for all search chairs and committee members.
Human Resources, Diversity Education and Academic Affairs work closely together to enhance inclusive hiring training for both staff and faculty. HR continues to emphasize with hiring managers the requirement that all search committee members be trained in Uncovering Unconscious Bias in Recruiting and Hiring prior to serving.
Build relationships with HBCUs, HSIs, and Native American Scholars Initiative (NASI) universities, and identify opportunities for collaboration and partnership.
The Howard University and Rochester Institute of Technology MOU was officially entered into on the 21st day of January 2022, supporting efforts to build relationships with Historically Black Colleges and Universities (HBCUs). Special thanks is due to Trustee Andrew Jacobson who was instrumental in engaging both institutions in discussion. This adds to existing outreach efforts by OFDR to Hispanic Colleges and Universities and HBCUs.
Accelerate establishment of a permanent Strategic Hire Fund to enable target of opportunity hires.
Academic Affairs has another three years of funding, which will get them through the opening of the SHED and the musical performance theater.
Create a database, similar to OFDR’s Scholars’ Network for faculty candidates, to allow tracking of potential ALANA staff candidates.
Human Resources has developed a repository of referred prospective ALANA, veterans, disabled, and female candidates.
Initiative III: Identify and deploy methods for strengthening AALANA faculty and staff sense of belonging to the RIT community.
Examine and revise onboarding processes and materials to support new faculty and staff in finding community at RIT.
Human Resources will be working with campus partners to create a comprehensive list of resources that helps advance a culture of belonging for new employees.
Leverage partnerships—Upstate New York College Collaboration (UNYCC), Rochester Area Colleges (RAC), Higher Education Recruitment Consortium (HERC), etc.—to support dual career key hires. Develop relocation information program for both faculty and staff hires.
Human Resources continues to review and enhance this program.