School of Social Work DEI Unit Plan Progress Report
Key Priority 1: Recruit, Retain, and Develop A Diverse Community
Goal Action Step
1. Ensure hat 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.
1.1 Engage in targeted outreach and recruitment processes to attract those with disabilities, from underrepresented racial and ethnic groups, or with diverse identities and backgrounds.
1.2 Monitor the impact of competitive total compensation packages to recruit and retain those: with disabilities, from underrepresented racial and ethnic 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.
Outcomes (Data/Metric) Progress Responsible Office/Position Notes
1. Continue to have all search committees attend the STRIDE training offered by DICE. 2. Analyze data from Institutional Research when it becomes available. Associate Dean for Administration and Finance
Monitor where advertisements are being placed to recruit potential faculty.
Examine the impact of competitive total compensation packages on the recruitment and retention of those with disabilities, from underrepresented racial and ethnic groups, or with diverse identities and backgrounds.
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.
Search Committee
Dean and Associate Dean for Administraiton and Finance
1.4 Expand recognition of civically engaged/community-based scholarship, service, teaching and outreach (especially in tenure and promotion process).
1.5 Ensure faculty search committees use evidencebased hiring practices to recruit those: with disabilities, from underrepresented racial and ethnic groups, or with diverse identities and backgrounds.
Dean, Associate Dean for Academic Affairs, Associate Dean for Faculty Development, Associate Dean for Finance and Administration, and Associate Dean for Research
2. Retain 90- 100% of those hired during this 5-year time period.
2.1 Facilitate faculty networking opportunities within the School and across the larger university.
Indentify mechanisms for more opportunties to recognize civically engaged/community-based scholarship, service, teaching and outreach.
1.Continue to have all search committees attend the STRIDE training offered by DICE. 2. Develop a repository of resources focusing on evidence-based hiring practices. 3. Develop a handbook on evidencebased hiring practices for search committees and update on an as needed basis.
Document how many networking opportunities within the School and across the larger university were provided to faculty.
Dean and Associate Dean for Faculty Development
Dean and Associate Dean for Finance and Administration
Associate Dean for Faculty Development, Associate Dean for Research, and Faculty Mentors
2.2 Provide formal supports for professional development in order to enhance research, teaching, service, community engagement, and dissemination of knowledge, teaching, and practice innovations.
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 professional development in order to enhance research, teaching, service , community engagement, and dissemenation of knowledge, teaching, and practice 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.
2.3 Evaluate the School’s mentoring programs for TT and NTT faculty and use feedback to make substantive changes.
1. Develop a plan for evaluating the School's mentoring programs for TT and NTT faculty. 2. Document how the feedback from the evaluation was used to make substantive changes in the mentoring programs for TT and NTT faculty. TBD
Associate Dean for Faculty Development, Associate Dean for Research,and Faculty Mentors
3. Ensure he staff composition corresponds o the demographics of the School’s student body, and that of the state of New Jersey.
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.
Associate Dean for Faculty Development and Associate Dean for Diveristy, Equity, and Inclusion
Monitor where advertisements are being placed to recruit potential staff Search Committee
4. Retain 90- 100% of those hired during this 5-year time period.
3.2 Ensure staff search committees use evidence-based hiring practices to recruit those with disabilities, from underrepresented racial and ethnic groups, or with diverse identities and backgrounds.
4.1 Provide formal supports for professional development.
4.2 Establish a staff mentoring program to enhance opportunities for advancement.
4.3 Once established, evaluate the effectiveness of this mentoring program and use feedback to make substantive changes.
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. Retain at least 90% of students enrolled to ensure the diversity of student population in each program option (i.e., BASW, MSW, PhD, and DSW).
1. Continue to have all search committtees attend the STRIDE training offered by DICE. 2. Develop a repository of resources focusing on evidence-based hiring practices. 3. Develop a handbook on evidencebased hiring practices for search committees and update on an as needed basis.
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.
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
1. Develop a plan for evaluating the School's mentoring programs for staff. 2. Document how the feedback from the evaluation was used to make substantive changes in the mentoring programs for staff. TBD
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. TBD
5.1 Analyze demographic data collected during the admissions process that allows for examination of the intersectionality of the student population, in order to track and eliminate institutional barriers that may block their succeess. Such an analysis should also be used to identify what new data needs to be collected.
Develop a tracking system for each program option.
5.2 Ensure strong financial support packages to meet student needs. Continue to provide strong financial supports for students.
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.
5.4 Analyze data on student graduation rates for each program option (i.e., BASW, MSW, PhD, and DSW), identify potential barriers to student success, and develop institutional supports as needed.
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.
Associate Dean for Finance and Administration
Associate Dean for Finance and Administration
Associate Dean for Finance and Administration and Staff Council
Associate Dean for Finance and Administration
Dean and Associate Dean for Finance and Administration
Dean and Associate Dean for Finance and Administration
Assistant Dean for Admissions and Recruitment and PhD and DSW Directors
TBD
Dean
Dean
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.
Develop a tracking system for each program option.
TBD
Priority 2: Promote Inclusive Scholarship and Teaching.
Assistant Dean for Admissions and Recruitment and PhD and DSW Directors Goal
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 curriculum committees to create and deliver skill-based training for all faculty (T/TT, NTT and lecturers) in inclusive pedagogies.
Provide resources for the Office of Academic Affairs to create and deliever skill-based trainings for all facutly (T/TT/NTT/ and lecturers) in inclusive pedagogies.
1. Asssistant Dean for Lecturers and 2. BASW
Curriculum Committee MSW
Curriculum Committee DSW
Executive Committee PhD Executive Committee
We have a course on inclusive pedagogy created by Sam Jones. Faculty and PTLs have been encouraged to review the course content. There has been discussion on ways to evaluate the effectiveness of this course. Over the last 5 years, we have held a PTL Conference that has addressed inclusive pedagogy. We are committed to an ongoing review of the syllabi to ensure its reflects content related to IIDEA.
Dean
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.
1.2 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.
1.3 Increase support and resources for faculty to infuse content related to IIDEA into the BASW, MSW, PhD, and DSW curriculums.
1.4 Increase support and resources for faculty, parttime 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, the principles of IIDEA, and build community through mechanisms that foster diversity, equity, inclusion, and justice research.
Document the types of supports and resources provided for faculty to infuse content related to IIDEA into the BASW, MSW, PhD, and DSW curriculums.
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.
Document the number of visiting scholars and the ways in which they foster diversity, equity, inclusion, and justice research.
Dean and Associate Dean for Academic Affairs and Assistant Dean for Lecturers
In November 2022, a training was held focused on bias reporting. In December 2022, there was a training held focused on making courses more accessible. These trainings were helpful for students and faculty to learn how to navigate the website in order to report bias.
Dean Incorporated the Liberatory Consciousness Framework competency into foundational and specialization classes.
Dean
Priority 3: Define Sustainable and Substantive Community Engagement.
Document the establishment of mutually beneficial community collaborations.
Dean
Chair Doug Behan and Committee Members Timeline is December 2021
1.1 Create a new Task Force on Community Engagement (comprising faculty and staff), in which reciprocity and equity serve as guiding principles.
1.2 The Task Force will define a continuum of community engagement that ensures representation of faculty and staff members varied expertise and knowledge dissemination.
1.3 Strengthen relationships with communities to facilitate mutually beneficial collaborations.
1.4 Develop community roundtables, advisory groups, and other avenues to ensure that community input is prioritized.
Establish a task force on community engagement.
Dean
Develop a mechanism that captures this aspect of community engagement.
1. Maintain rapport with 900+ field agencies. 2. Develop a strategic plan to strengthen relationships with communities to faciliate mutually beneficial collaborations.
Document how many roundtables have taken place and advisory groups have been developed.
Chair Doug Behan and Committee Members
1. Field Office and 2. 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.
Meeting with other centers at the School to discuss community engagement efforts.
1.5 Create processes for tracking and sharing information related to community engagement efforts.
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.
1.7 Establish mechanisms to recognize and reward faculty and staff for effective community engagement activities.
1. Develop a webpage that will highlight community engagement efforts. 2. Develop mechanisms for tracking and sharing information related to community engagement efforts.
Document resources provided by the Dean to support community engagement efforts as recommended by the Task Force on Community Engagement.
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.
Chair Doug Behan and Committee Members
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.
Dean and Chair Doug Behan and Committee Members
Dean and Associate Dean for Finance and Administration
In the process of contacting potential partners to help facilitate the Day of Services (ex. Elijah's Promise).
1.8 Implement the recommendations of the Community Engagement Task Force to ensure the effective leveraging of community and university resources.
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.
Monitor the implementation of the recommendations of the Community Engagement Task Force to ensure effective leverage of community and university resources.
Chair Doug Behan and Committee Members3. 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.
3.3 Build on the strength of the School’s study abroad programs in partnership with Rutgers Global for service learning opportunities to include new offerings.
Provide resources to the Community Engagement Task Force to develop a collaborative community engagement plan.
Develop a competitive internal funding initiative to foster collaborations between T/TT/NTT faculty to community engagement efforts.
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.
TBD
Dean
Dean
Dean
Dean
Document the number of existing and new field placements. Field Office
Develop a tracking system to document the content related to community engagement for each program option.
Document the number of new study abroad offerings.
BASW Curriculum Committee
MSW Committee PhD Committee and DSW Curriculum Committee
MSW Curriculum Committee
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.
1.1 Train all administrators (i.e., dean, assistant and associate deans), program and center directors, IIDEA Committee members, staff and student leaders in content related to IIDEA 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.
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, assistant and associate deans), program and center directors, IIDEA Committee members, staff and student leaders based on content related to IIDEA principles and values. TBD
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.
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
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.
1.4 Identify how bias and discrimination is woven into the fabric of higher education, how this disrupts recruitment and retention efforts, and impacts school culture and climate.
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.
1. Provide workshops on bias and discrimination, ensuring such workshops provide content on how bias and discrimination are woven into the fabric of of higher education and how this disrupts recruitment and retention efforts. 2.Use data from DICE's Campus Climate Survey to determine how bias and discrimination may have impacted the School's culture and climate.
1.5 Address bias and discrimination in recruitment and retention efforts that impact school culture and climate. Develop policies and practices to address discrimination in recruitment and rentention efforts.
1.6 In partnership with the faculty and Staff Council, develop and implement an IIDEA- related internal leadership development program, with strong inclusive leadership content and builds confidence in the ability to act in real time when instances of inequity occur.
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.
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.
Develop and implement an IIDEA-related internal leadership development program.
Develop mechanisms for faculty, staff, and students to quickly address instances of bias when they occur.
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.
TBD
Assistant Dean of Student Affairs
1. Associate Dean for Administration and Finance and IIDEA Committee and 2. Dean, Associate Dean for Finance and Administration, and IIDEA Committee
Dean, Associate Dean for Finance and Administration, and the IIDEA Committee
IIDEA Committee and Staff Council Once this program is developed, we will extend it to our field liaisons and field instructors.
TBD
TBD
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.
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 Administration and Finance, and the Staff Council to audit and revise all policies, practices, procedures, and processes through a lens of IIDEA principles.
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.
1.4 Advocate for University revision of any identified policies, practices, procedures, and processes that are beyond our local control, in partnership with other university units.
1.5 Provide an annual update on the status of revisions of the identified policies, practices, procedures, and processes and the development of policies and practices that support a school climate that promotes the principles and values of IIDEA.
1.6 Develop and implement a strategic communication plan that provides ongoing updates to faculty, staff, students, and other constituents about the School’s efforts to advance IIDEA and its progress toward attaining the goals in the DEI strategic plan.
1. Audit and review the School's policies, practices, and procedures. 2. Develop as tracking system to monitor which policies, practices, and procedures were revised. TBD
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.
Document the university's revision of any identified policies, practices, procedures, and processes.
Identify mechanisms for providing annual updates on the status of revisions of the identified policies, procedures, and processes and the development of policies and practices that support a school climate that promotes the principles and values of IIDEA. TBD
Develop mechanisms for providing ongoing updates to faculty, staff, students and other constituents about the School's efforts to advance IIDEA and its progress toward attaining goals in the DEI Strategic Plan.
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
Dean and Associate Dean for Administraiton and Finance
Dean, Associate Dean for Administraiton and Finance,Staff Council, Program and Center Directors
Associate Dean for Diversity, Equity, and Inclusion and Office of Communications
