School of Social Work DEI Unit Plan Progress Report

School of Social Work DEI Unit Plan Progress Report

Key

Priority 1: Recruit, Retain, and Develop A Diverse Community Goal 1. Ensure that faculty composition (T/TT, NTT and lecturers) corresponds to the demographics of the School’s student body, and that of the state of New Jersey.

Action Step

Outcomes (Data/Metric) Progress 1. Continue to have all search committees attend the STRIDE training offered by DICE. 2. Analyze data from Institutional Research when it becomes available.

1.1 Engage in targeted outreach and recruitment Monitor where advertisements are being placed to processes to attract those with disabilities, from recruit potential faculty. underrepresented racial and ethnic groups, or with diverse identities and backgrounds.

1.2 Monitor the impact of competitive total Examine the impact of competitive total compensation compensation packages to recruit and retain those: with packages on the recruitment and retention of those with disabilities, from underrepresented racial and ethnic disabilities, from underrepresented racial and ethnic groups, or with diverse identities and backgrounds. groups, or with diverse identities and backgrounds.

1.3 Expand mechanisms for recognition and rewards for those whose research, dissemination efforts, teaching, service, or community engagement promote the principles of IIDEA.

3. Ensure the staff composition corresponds to the demographics of the School’s student body, and that of the state of New Jersey.

Associate Dean for Administration and Finance

Dean and Associate Dean for Administraiton and Finance

1. Review School's practices on how recognition and awards are provided for those whose research, dissemination efforts, teaching, service or community engagement promote the principles of IIDEA. 2.

Identify mechanims for more opportunities to recognize and provide awards to those whose research, dissemination efforts, teaching, service, or community engagment promote the principles of IIDEA. 3.

Develop more awards for those whose research, dissemination efforts, teaching, service or community engagement promote the principles of IIDEA.

Dean, Associate Dean for Academic Affairs, Associate Dean for Faculty Development, Associate Dean for Finance and Administration, and Associate Dean for Research

Dean and Associate Dean for Faculty Development

Dean and Associate Dean for Finance and Administration

Document how many networking opportunities within the School and across the larger university were provided to faculty.

Associate Dean for Faculty Development, Associate Dean for Research, and Faculty Mentors

1. Identify the formal supports needed for professional development in order to enhance research, teaching, service, communty engagement, and dissementation of knowledge, teaching, and practice innovations. 2.

Document the type of formal supports provided for 2.2 Provide formal supports for professional professional development in order to enhance research, development in order to enhance research, teaching, teaching, service , community engagement, and service, community engagement, and dissemination of dissemenation of knowledge, teaching, and practice knowledge, teaching, and practice innovations. innovations. 3. Evaluate the effectiveness of the formal supports provided for professional development in order to enhance research, teaching, service, community engagement, and dissementation of knowledge, teaching, and practice innovations.

Associate Dean for Faculty Development, Associate Dean for Research,and Faculty Mentors

1. Develop a plan for evaluating the School's 2.3 Evaluate the School’s mentoring programs for TT mentoring programs for TT and NTT faculty. 2. and NTT faculty and use feedback to make substantive Document how the feedback from the evaluation was changes. used to make substantive changes in the mentoring programs for TT and NTT faculty.

Associate Dean for Faculty Development and Associate Dean for Diveristy, Equity, and Inclusion

2.1 Facilitate faculty networking opportunities within the School and across the larger university.

3.1 Engage in targeted outreach and recruitment processes to attract those with disabilities, from underrepresented racial and ethnic groups, or with diverse identities and backgrounds.

Monitor where advertisements are being placed to recruit potential staff.

Notes

Completed

In Progress Always being addressed

Search Committee

1.4 Expand recognition of civically Indentify mechanisms for more opportunties to engaged/community-based scholarship, service, recognize civically engaged/community-based teaching and outreach (especially in tenure and scholarship, service, teaching and outreach. promotion process).

1.5 Ensure faculty search committees use evidence1. Continue to have all search committees attend the based hiring practices to recruit those: with disabilities, STRIDE training offered by DICE. 2. Develop a from underrepresented racial and ethnic groups, or repository of resources focusing on evidence-based with diverse identities and backgrounds. hiring practices. 3. Develop a handbook on evidencebased hiring practices for search committees and update on an as needed basis.

2. Retain 90- 100% of those hired during this 5-year time period.

Responsible Office/Position

TBD

Search Committee

4. Retain 90- 100% of those hired during this 5-year time period.

1. Continue to have all search committtees attend the 3.2 Ensure staff search committees use evidence-based STRIDE training offered by DICE. 2. Develop a hiring practices to recruit those with disabilities, from repository of resources focusing on evidence-based underrepresented racial and ethnic groups, or with hiring practices. 3. Develop a handbook on evidencediverse identities and backgrounds. based hiring practices for search committees and update on an as needed basis.

Associate Dean for Finance and Administration

4.1 Provide formal supports for professional development.

1. Identify the formal supports needed for professional development. 2. Document the type of formal supports provided for professional development. 3. Evaluate the effectiveness of the formal supports provided.

Associate Dean for Finance and Administration

4.2 Establish a staff mentoring program to enhance opportunities for advancement.

1. Identify mentoring programs that have been deemed effective in ehancing opportunities for advancement. 2.

Implement a staff mentoring program to enhance opportunities for advancement.

TBD

Associate Dean for Finance and Administration and Staff Council

1. Develop a plan for evaluating the School's 4.3 Once established, evaluate the effectiveness of this mentoring programs for staff. 2. Document how the mentoring program and use feedback to make feedback from the evaluation was used to make substantive changes. substantive changes in the mentoring programs for staff.

4.4 Formalize processes to recognize staff for their service and other important milestones and contributions.

4.5 Create clear and transparent pathways for promotion.

5.1 Analyze demographic data collected during the admissions process that allows for examination of the 5. Retain at least 90% of students enrolled to ensure the intersectionality of the student population, in order to diversity of student population in each program option track and eliminate institutional barriers that may block (i.e., BASW, MSW, PhD, and DSW). their succeess. Such an analysis should also be used to identify what new data needs to be collected.

5.2 Ensure strong financial support packages to meet student needs.

5.3 Increase institutional support to ensure the success of all students, including those with disabilities, from underrepresented racial and ethnic groups, or with diverse identities and backgrounds.

Indentify mechanisms for recognizing staff for their service and other important milestones and contributions. 2. Institutionalize processes to recognize staff for their service and other important milestones and contributions.

1. Identify the various ways individuals can be promoted. 2. Disseminate this information to staff.

Associate Dean for Finance and Administration TBD Dean and Associate Dean for Finance and Administration

TBD

Dean and Associate Dean for Finance and Administration

Assistant Dean for Admissions and Recruitment and PhD and DSW Directors

Develop a tracking system for each program option.

TBD Continue to provide strong financial supports for students.

Advocate for institutional support to ensuure the success of all students, including those with disabilities, from underrepresented racial and ethnic groups, or with diverse identities and backgrounds.

5.4 Analyze data on student graduation rates for each program option (i.e., BASW, MSW, PhD, and DSW), Develop a tracking system for each program option. identify potential barriers to student success, and develop institutional supports as needed.

Dean

Dean

TBD

Assistant Dean for Admissions and Recruitment and PhD and DSW Directors

Priority 2: Promote Inclusive Scholarship and Teaching.

Goal

1. Promote inclusive pedagogical practices for faculty, lecturers, and doctoral students. Foster content related to IIDEA in scholarship and in the BASW, MSW, PhD, and DSW curriculum. The School will increase the number of trainings focused on inclusive pedagogical practices for faculty, lecturers, and doctoral students by 30% over the next five years. The School will increase the content related to IIDEA in 50% of the courses offered in each program option (i.e., BASW, MSW, PhD, and DSW) over the next five years.

Action Step

Outcomes (Data/Metric) 1. Provide trainings focused on inclusive pedagogical practices for faculty, lecturers, and doctoral students.

2. Develop a tracking system to document the number of trainings focused on inclusive pedagogical practices.

3. Review all current and new courses to determine if there is content related to IIDEA in the curriculum for each program option. 4. Develop a tracking system to document the content related to the IIDEA in the curriculum for each program option. 5. Provide opportunities for faculty and PhD and DSW students to include content related to IIDEA in their scholarship.

1.1 Support the Office of Academic Affairs and the Provide resources for the Office of Academic Affairs curriculum committees to create and deliver skill-based to create and deliever skill-based trainings for all training for all faculty (T/TT, NTT and lecturers) in facutly (T/TT/NTT/ and lecturers) in inclusive inclusive pedagogies. pedagogies.

Progress

Responsible Office/Position

Notes

We have a course on inclusive pedagogy created by Sam Jones.

Faculty and PTLs have been 1. Asssistant Dean for encouraged to review the course Lecturers and 2. BASW content. There has been discussion on Curriculum Committee MSW ways to evaluate the effectiveness of Curriculum Committee DSW this course. Over the last 5 years, we Executive Committee PhD have held a PTL Conference that has Executive Committee addressed inclusive pedagogy. We are committed to an ongoing review of the syllabi to ensure its reflects content related to IIDEA.

Dean

1.2 Provide opportunities for all faculty to participate in both formal and informal co-curricular learning experiences that help foster inclusive pedagogies and IIDEA initiatives.

1. Continue to support faculty travel to conferences where they will attend trainings focused on inclusive pedagogies and on information related to IIDEA. 2.

Continue to provide teaching circle content on inclusive pedagogies. 3. Document the opportunties provided for all faculty to participate in both formal and informal co-curricular learning experiences that help foster inclusive pedagogies and IIDEA initiatives.

In November 2022, a training was held focused on bias reporting. In December 2022, there was a training Dean and Associate Dean for held focused on making courses more Academic Affairs and Assistant accessible. These trainings were Dean for Lecturers helpful for students and faculty to learn how to navigate the website in order to report bias.

1.3 Increase support and resources for faculty to infuse Document the types of supports and resources content related to IIDEA into the BASW, MSW, PhD, provided for faculty to infuse content related to IIDEA and DSW curriculums. into the BASW, MSW, PhD, and DSW curriculums.

Dean

1.4 Increase support and resources for faculty, parttime lecturers (PTLs), and doctoral students whose scholarship, teaching, and dissemination efforts focus on furthering IIDEA.

Dean

Document the types of supports and resources provided for faculty, part-time lecturers (PTLs) and doctoral students whose scholarship, teaching, and dissemination efforts focus on furthering IIDEA.

1.5 Encourage visiting appointments of scholars who advance the university’s institutional diversity goals, Document the number of visiting scholars and the the principles of IIDEA, and build community through ways in which they foster diversity, equity, inclusion, mechanisms that foster diversity, equity, inclusion, and and justice research. justice research.

Incorporated the Liberatory Consciousness Framework competency into foundational and specialization classes.

Dean

Priority 3: Define Sustainable and Substantive Community Engagement.

Goal

Action Step

1.Establish several mutually beneficial community collaborations over the next five years, extending the School’s reach throughout the state of New Jersey and beyond.

1.1 Create a new Task Force on Community Engagement (comprising faculty and staff), in which reciprocity and equity serve as guiding principles.

Outcomes (Data/Metric)

Responsible Office/Position

Notes

Document the establishment of mutually beneficial community collaborations.

Chair Doug Behan and Committee Members

Timeline is December 2021

Establish a task force on community engagement.

Dean

1.2 The Task Force will define a continuum of community engagement that ensures representation of Develop a mechanism that captures this aspect of faculty and staff members varied expertise and community engagement. knowledge dissemination.

1.3 Strengthen relationships with communities to facilitate mutually beneficial collaborations.

1. Maintain rapport with 900+ field agencies. 2.

Develop a strategic plan to strengthen relationships with communities to faciliate mutually beneficial collaborations.

1.4 Develop community roundtables, advisory groups, Document how many roundtables have taken place and and other avenues to ensure that community input is advisory groups have been developed. prioritized.

Progress

Chair Doug Behan and Committee Members

The survey--completed in October 2022--that was disseminated captured some of the community engagement efforts, and data have informed the next steps of the committee.

1. Field Office and 2. Chair Doug Behan and Committee Members

Meeting with other centers at the School to discuss community engagement efforts.

Chair Doug Behan and Committee Members

1. Develop a webpage that will highlight community 1.5 Create processes for tracking and sharing engagement efforts. 2. Develop mechanisms for information related to community engagement efforts. tracking and sharing information related to community engagement efforts.

1. Office of Communications and 2. Chair Doug Behan and Committee Members

Information has been submitted to Office of Communications, Catie Buttner. Working on communicating efforts internally and externally via the School's website.

1.6 Provide resources and establish institutionalized supports for community engagement efforts as recommended by the Task Force on Community Engagement, including the establishment of target numbers of projects.

Document resources provided by the Dean to support community engagement efforts as recommended by the Task Force on Community Engagement.

Dean and Chair Doug Behan and Committee Members

In the process of contacting potential partners to help facilitate the Day of Services (ex. Elijah's Promise).

1.7 Establish mechanisms to recognize and reward faculty and staff for effective community engagement activities.

1 Identify mechanisms for more opportunities to recognize and provide awards to faculty and staff for effective community engagement. 2. Develop more awards for faculty and staff for effective community engagement activities.

Dean and Associate Dean for Finance and Administration

Monitor the implementation of the recommendations of 1.8 Implement the recommendations of the Community the Community Engagement Task Force to ensure Engagement Task Force to ensure the effective effective leverage of community and university leveraging of community and university resources. resources.

Chair Doug Behan and Committee Members

2. The School will collaborate with communities to identify their strengths, challenges, and the resources that will empower them and enhance their resilience, as recommended by the Task Force on Community Engagement.

2.1 Support the Community Engagment Task Force to develop a collaborative community engagement plan that can be used as a model to identify areas of emerging social work practice, specialized field placements for students, and opportunities for faculty and staff volunteerism, including establishment of target numbers of projects/communities.

2.2 Provide opportunities for T/TT/NTT faculty to collaborate on community engagement efforts by developing a competitive internal funding initiative to foster such collaboration to engage in substantive community engagement initiatives.

2.3 Engage in fundraising efforts to leverage external support for substantive community engagement initiatives.

2.4 Establish institutional support and resources to sustain these community engagement initiatives.

Provide resources to the Community Engagement Task Force to develop a collaborative community engagement plan.

Dean

Develop a competitive internal funding initiative to foster collaborations between T/TT/NTT faculty to community engagement efforts.

Dean TBD

Document the amount of funds allocated to community engagement initiatives that have been secured by fundraising efforts.

1. Identify institutional support and resources to sustain these community engagement initiatives. 2.

Advocate for institutional support and resources to sustain these commmunity engagement initiatives.

Dean

Dean

3. The School will ensure that community engagement is reflected in the curriculum and in co-curricular opportunities to ensure reciprocal relationships with community organizations in New Jersey and beyond.

3.1 Continue and expand student’s practical learning experiences through field placements in a multitude of social work settings.

3.2 Continue to highlight the focus of community engagement in coursework, especially when developing research studies and interventions at the micro-, meso-, and macro-levels.

Document the number of existing and new field placements.

Field Office BASW Curriculum Committee MSW Committee PhD Committee and DSW Curriculum Committee

Develop a tracking system to document the content related to community engagement for each program option.

3.3 Build on the strength of the School’s study abroad programs in partnership with Rutgers Global for Document the number of new study abroad offerings. service learning opportunities to include new offerings.

MSW Curriculum Committee

Priority 4: Build the Capacity of Leaders to Create Inclusive Climates.

Goal

Action Step

1. Equip leaders, program and center directors to address instances of systemic racism, homophobia, transphobia, sexism, ableism, classism, xenophobia, among others, and promote inclusion in their areas of responsibility. 100% of administrators, program and center directors, IIDEA Committee members, staff and student leaders will participate in trainings. Enroll at least 20 of the above-named individuals, over the next five years, in a IIDEA related leadership training.

Outcomes (Data/Metric)

Progress

1. Provide trainings for leaders and program and center directors, focusing on how to address instances of systemic racism, homophobia, transphobia, sexism, ableism, classism, xenophobia. 2. Provide trainings that will enhance leaders and program and center directors to promote inclusion.

Develop a training for all administrators (i.e., dean, 1.1 Train all administrators (i.e., dean, assistant and assistant and associate deans), program and center associate deans), program and center directors, IIDEA directors, IIDEA Committee members, staff and Committee members, staff and student leaders in student leaders based on content related to IIDEA content related to IIDEA principles and values. principles and values.

1.2 Leverage existing University-wide leadership development initiatives and training resources to equip administrators and program and center directors with the competencies to create academic environments that foster respect and promote IIDEA principles.

Document the number of trainings attended by administrators and program and center directors, which were offered by the existing University-wide leadership, specifically designed ehance the attendees' competencies to create academic environments that foster respect and promote IIDEA.

Responsible Office/Position

Notes

IIDEA Committee, Staff Council, and DICE

Develop trainings for field instructors that enhance their knowledge and awareness of inclusive leadership and practices that will promote inclusivity in the work environment.

IIDEA Committee, Staff Council, DICE,and University, Equity, and Inclusion Office TBD Associate Dean for Administration and Finance, IIDEA Committee, and Staff Council

1.3 Provide students with opportunities to develop the competencies needed to become leaders who promote academic and workplace cultures that center respect, address instances of inequity, promote welcoming environments, and the principles of IIDEA.

Document the opportunities provided to students to develop the competencies needed to become leaders who promote academic and workplace cultures that center respect, address instances of inequity, promote welcoming environments, and the principles of IIDEA.

Assistant Dean of Student Affairs

1. Provide workshops on bias and discrimination, ensuring such workshops provide content on how bias 1.4 Identify how bias and discrimination is woven into and discrimination are woven into the fabric of of the fabric of higher education, how this disrupts higher education and how this disrupts recruitment and recruitment and retention efforts, and impacts school retention efforts. 2.Use data from DICE's Campus culture and climate.

Climate Survey to determine how bias and discrimination may have impacted the School's culture and climate.

TBD

1. Associate Dean for Administration and Finance and IIDEA Committee and 2. Dean, Associate Dean for Finance and Administration, and IIDEA Committee

1.5 Address bias and discrimination in recruitment and Develop policies and practices to address retention efforts that impact school culture and climate. discrimination in recruitment and rentention efforts.

Dean, Associate Dean for Finance and Administration, and the IIDEA Committee

1.6 In partnership with the faculty and Staff Council, develop and implement an IIDEA- related internal Develop and implement an IIDEA-related internal leadership development program, with strong inclusive leadership development program. leadership content and builds confidence in the ability to act in real time when instances of inequity occur.

IIDEA Committee and Staff Council

1.7 Create conflict resolution and conflict mediation pathways for faculty, staff, and students to quickly address instances of bias and inequity when they occur.

1.8 Support initiatives that prepare women from underrepresented racial and ethnic groups, or with diverse identities and backgrounds for leadership positions and provide women from underrepresented racial and ethnic groups, or with diverse identities and backgrounds more opportunities for advancement in these positions.

Once this program is developed, we will extend it to our field liaisons and field instructors.

TBD

Develop mechanisms for faculty, staff, and students to quickly address instances of bias when they occur.

TBD Document the types of supports provided for initiatives that prepare women from underrepresented racial and ethnic groups, or with diverse identities and backgrounds for leadership positions.

Dean, Dean for Administration and Finance, and Assistant Dean for Student Affairs

Dean and Center Directors

Priority 5: Develop an Institutional Infrastructure to Drive Change.

Goal Action Step 1. Ensure that the School’s policies, practices, and procedures promote equity, facilitate the principles of IIDEA, provide transparency, and enhance accountability. Revise 100% of those recommended for revision, taking into consideration University policy and relevant state and federal laws.

Outcomes (Data/Metric)

Progress

Document how the School's policies, practices, and procedures promote equity, faciliate the principles of IIDEA, provide transparency, and enhance accountability.

1.1 Partner with the Dean, the Associate Dean for 1. Audit and review the School's policies, practices, Administration and Finance, and the Staff Council to and procedures. 2. Develop as tracking system to audit and revise all policies, practices, procedures, and monitor which policies, practices, and procedures were processes through a lens of IIDEA principles. revised.

TBD 1.2 Revise any identified policies, practices, procedures, and processes that hinders the promotion of equity and inclusion and do not facilitate the principles of IIDEA. 1.3 Develop policies, practices, procedures, and processes that support a school climate that promotes the principles and values of IIDEA.

1. Audit and review the School's policies, practices, and procedures related to the promotion of T/TT/NT faculty and staff. 2. Develop a tracking system to monitor which policies, practices, and procedures were revised.

TBD Document policies, practices, procedures, and processes that have been developed to support a school climate that promotes the principles and values of IIDEA.

Responsible Office/Position Dean, Associate Dean for Administraiton and Finance,Staff Council, Program and Center Directors Dean, Associate Dean for Administraiton and Finance,Staff Council, Program and Center Directors Dean, Associate Dean for Administraiton and Finance,Staff Council, Program and Center Directors Dean, Associate Dean for Administraiton and Finance,Staff Council, Program and Center Directors

1.4 Advocate for University revision of any identified policies, practices, procedures, and processes that are Document the university's revision of any identified beyond our local control, in partnership with other policies, practices, procedures, and processes. university units.

Dean and Associate Dean for Administraiton and Finance

1.5 Provide an annual update on the status of revisions Identify mechanisms for providing annual updates on of the identified policies, practices, procedures, and the status of revisions of the identified policies, processes and the development of policies and procedures, and processes and the development of practices that support a school climate that promotes policies and practices that support a school climate that the principles and values of IIDEA. promotes the principles and values of IIDEA. TBD

Dean, Associate Dean for Administraiton and Finance,Staff Council, Program and Center Directors

1.6 Develop and implement a strategic communication plan that provides ongoing updates to faculty, staff, Develop mechanisms for providing ongoing updates to students, and other constituents about the School’s faculty, staff, students and other constituents about the efforts to advance IIDEA and its progress toward School's efforts to advance IIDEA and its progress attaining the goals in the DEI strategic plan. toward attaining goals in the DEI Strategic Plan.

Associate Dean for Diversity, Equity, and Inclusion and Office of Communications

Notes