2018-2019 Diversity Plan Updates
Community College of Philadelphia launched its first Diversity Plan in 2003, in an effort to outline strategic College-wide initiatives for building a diverse and inclusive learning community. The organization of this strategic diversity plan draws on a wide array of resources and represents the input from many College departments and representatives. The Plan establishes several diversity and inclusion goals with strategies aimed at improving the diversity profile of the institution.
The Plan also endeavors to provide leadership and show support to our community in promoting activities that reduce barriers to access, employment, and engagement within every aspect of campus life. Through its strategic inclusive actions, the Plan demonstrates the College’s commitment to the principles of inclusive excellence for all.
Using this strategic diversity planning process, each division explores the priorities it uses to continuously improve recruitment, enrollment, retention, and the campus climate for all our students, faculty, staff, and community partners. These diversity efforts, when interwoven with all our other campus plans, leads the way for the transformation of our College into a strong, diverse educational leader for Philadelphia.
This annual progress report shows a degree of accountability associated with not only the review process itself but also in the publication of the results. This is the second such progress report and it highlights the actions taken by each division to achieve the goals identified in the 2017-2021 edition of the Diversity Plan.
Summary of Divisional Activities
These sections summarize the major activities of the Vice Presidential Divisions during the 2018-2019 academic year and are organized by each of the five goals addressed in the Diversity Plan. Specific examples of divisional actions are provided to illustrate the types of activities used in each area. The examples should not be viewed as a comprehensive listing of all efforts, nor should activities excluded from the lists of examples herein be viewed as less important or noteworthy. Complete divisional progress reports, in which all activities are outlined, are attached as an addendum to this document.
Goal 1: Develop and maintain a campus climate and culture of understanding, respect, support, and advancement of diversity.
The Diversity Plan describes a number of areas for action, including educational and professional development related to diversity and inclusion for faculty, staff, and students. The Plan also includes support, recognition, and reward for individuals and offices that enhance and contribute to diversity. Finally, support for LGBTQ issues and the identification assessment and enhancement of support services for addressing individuals with disabilities.
- Implemented diversity programming throughout the year to enhance a culture of understanding including heritage month programming (Latinx, African-American, Women. Etc.), Law and Society Week, Student Life, International Festival Week, Diversity Week, Diversity Dialogues, Diversity Book Club, and Diversity Certificate Programs.
- Development and implementation of surveys to assess campus diversity climate.
- Development of a Guide to Planning an Accessible Event.
- Initiated development of a student diversity certificate program so students may gain recognition for participations in diversity related activities and programs.
- A new CCP Fast Facts program featured several facts on diversity at the College.
- CCPTV aired several diversity related/themed programs.
- Implementation of online student-based Sexual Harassment Prevention Program for all full and part-time students.
- Several Professional Development Week programs and workshops highlighting diversity issues and activities.
- Revision of Chosen Name Policy procedures to make this program easier to navigate.
- Orientation webinar for online students which included live closed captioning.
- Second Annual GLBTQ Conference was held.
- Institute for Community Engagement and Civic Leadership sponsored several diversity programs and events.
- Anti-Bias Training was made mandatory for all faculty hiring committees.
- Several Diversity Innovation Laboratory programs presentations held.
- Several Department based Civility Training Programs presented.
- Work of College-wide ADA Accessibility Committee, Diversity Council, and GLBTQ Advisory Committee continued unabated.
- Establishment of MarcDavid LGTBQ Center.
- The Women’s Outreach and Advocacy Center sponsored many activities and programs with community based groups and campus partners.
- The Center for Male Engagement participated in focus groups and panel discussions designed to enhance the overall student experience on campus.
- A monthly calendar was posted presenting all student development sponsored activities, including diversity events.
- Title IX video training programs for students developed.
- Lactation room space was secured on each campus.
- A Black Studies AA degree was established.
- Pregnancy and Title IX Guidelines were established and posted.
- Increased outreach to Veterans and Veterans serving organizations.
- The College’s diversity is highlighted in advertisements and communications both internally and externally through media coverage (TV, magazines, newspapers, etc.), and social media channels.
- Corporate Solutions developing a Diversity Institute to deliver diversity training to employers across the City and region.
- Post job opening on job boards and websites targeting diverse job seekers.
- Participate in several job fairs targeting diverse job seekers.
- Fund raising efforts have secured funding for several diversity- related efforts and programs on campus.
- Office of General Counsel provides EEO and compliance non-discrimination training for department heads and other management employees.
- Our new Collective Bargaining Agreement includes several diversity additions for the College including: Diversity Office Representative as full voting member of hiring committees, enhanced Diversity Fellowship Program, and mandatory diversity training for all faculty hiring committee members.
Goal 2: Recruit, hire, retain and promote an increased percentage of historically underrepresented and other diverse faculty and staff.
The Diversity Plan lists the critical objectives of increasing and maintaining the diversity of faculty and staff through targeted recruitment and selection efforts. Also, improving practices that support success and retention of a diverse workforce. Building diversity across our faculty and staff is a benefit to the institution in countless ways. Especially important is to continue the growth of diverse faculty given that the majority of the student population consists of students of color. Increasing the diversity of our faculty is important to provide our students with role models and to secure the scholarly and intellectual benefits that diverse faculty bring to the College.
- Revision of the Diversity Fellowship Programs to include one year full-time fellowships, as well as mini fellowships.
- Requiring mandatory Anti-Bias training for all full-time faculty Hiring Committees.
- Expanded the list of diversity-related recruitment sources for all openings.
- Enhanced the tracking and reporting of diversity applicants and hires.
- Revised Job descriptions to include language concerning respect of the diversity of our campus community.
- Increased attendance at job fairs targeting diverse job seekers.
- Increased the diversity of faculty and staff through targeted recruitment, selection, promotion and retention efforts including this year:
- Thirty-six percent faculty hires are minorities, seventy-five percent women.
- Seventy-two percent of administrative new hires this year are minorities.
- Seventy-four percent of classified/confidential employee new hires are minorities.
- Fifty percent of faculty merit promotions are minorities.
- Fifty percent of promotions from classified/confidential category are minorities.
- Sixty-two percent of administrative promotions are minorities.
- Only fourteen percent of faculty that left employment at the College were minorities.
Goal 3: Develop and cultivate collaborations and partnerships with organizations that promote diversity and inclusion and increase supplier diversity.
The Diversity Plan addresses the desire of the College to increase the number and percentage of women and minority business suppliers in all categories of purchasing activities. It also encourages the development and strengthening of partnerships with diverse communities and groups locally, nationally, and internationally.
- Our Division of Workforce Development and Economic Innovation (WEI) partners with many nonprofit organizations such as: Philadelphia works. Diversified Community Services, Youth Build, JEVS, Community Learning Center (CLC), Philadelphia Youth Network, Philadelphia Public Schools, and many more.
- Our small business programs partners with organizations that serve diverse populations such as: African American Chamber of Commerce, Asian American Chamber of Commerce, Greater Philadelphia Hispanic Chamber of commerce, The Asian American Women’s Business Assoc., Philadelphia Chinatown Development Corp., and Welcoming Center of New Pennsylvanians.
- 10KSB seeks to serve 50% women and other underrepresented business owners.
- Eighty-six percent of the participating businesses in our peer-learning Power Up programs are minority-owned and 71 percent are women-owned.
- Approximately 60% of our Power Up businesses come from low-income neighborhoods.
- For the FY 17-18 spending on Capital purchases, professional services, services and other non-salary expenses totaled $1,045.405 or 14% for minority-owned businesses and totaled $3,211,228 or 43.5% for women-owned businesses.
- The Division of Strategic Initiatives has cultivated more than 175 partners internally and externally.
- The Center for Law and Society posted a notable year of events, workshops, presentations, and other activities that showcased many community partners.
- The Center for International Understanding hosted, promoted, and developed several lectures and events featuring many external and international speakers, organizations, various films ad hosted International Studies Student awards.
- The Division of Liberal Studies is working with the International Student Services office on Language Certification so the College may be approved as a language program school.
- The Nursing Independence Foundation Chair established new Community Partnerships with such organizations such as: Philadelphia Police Community Engagement Office, Mural Arts Program, Broad Street Ministry, Philly Fight, 11th Street Family Health Services, National Nurse Care Consortium, and the Medical Legal Partnership.
- The Division of Marketing and Communications broadened sponsorships by supporting more minority-specific and women-centric events and programs including: Juneteenth Festival, National Coalition of 100 Black Women, Asian American Chamber of Commerce, Maternity Care Coalition, solider of Love foundation, and BEBASHI Gala.
- The Division of Marketing and Communications partnered with many organizations to support student success including collaborations with: American Council of Education, Philadelphia Association of Black Journalists, and Broke in Philly News Collaborative.
Goal 4: Attract, retain, and graduate academically prepared students who reflect a wide range of diversity.
The College continues to invest in targeted outreach and recruitment to attract diverse student populations. We also work to enhance diversity education, experiences, and support for all students in order to improve retention. In addition, the College monitors and supports the efforts to achieve the goals set forth in the Enrollment Management Plan.
- The Center for Male Engagement (CME) continues to outpace the persistence rates in comparison to African-American males not affiliated with the CME institutional-wide.
- Twenty-five CME members graduated in May 2019
- Single Stop services increase student fall-to-fall persistence by 13.9% and course completion success rate by 3.5% in comparison with College-wide data.
- The Admissions Office took part in 402 external events. Our new van was used at 36 events.
- Increased the frequency of Express Enrollment Days including holding Express Enrollment Days every other week on the Main Campus and Regional Centers.
- Revamp Open House structure making it more academically focused.
- The Institute for Community Engagement and Civil Leadership (The Institute) piloted service learning as an experience for students. More than 140 students participated in activities which took them outside of the College and/or working with individuals different from their normal environments.
- The Institute’s volunteer program attracted hundreds of volunteers to experience new challenges, working with people unlike themselves as well as giving back to the community. More than 11,000 service hours were recorded from the College as a whole.
- The Division of Marketing and Communications created a “diversity inclusion, equity” graphic that was used across all diversity-related communications in an effort to show the connection between all of the College’s diversity-related initiatives.
- Celebrate the College’s graduates through the annual #WhereWillYouGo social media campaign which highlights the next steps for our diverse group of graduates while also highlighting their many successes.
- The Workforce and Economic Development staff participated in an effort by Philadelphia Works to increase women in nontraditional careers (WINC).
- WEI participated in the JOIN Grant, which tracked individuals who were served that were low-income, women or persons of color. Fifty-one percent qualified.
Goal 5: Continue to develop and implement a comprehensive system of accountability and assessment around diversity initiatives, practices and policies.
The College will hold division and department units responsible for supporting progress toward established goals and objectives. Regular assessment and reporting on campus climate and diversity programming, educational efforts, training, and visibility will occur. In addition, the College will establish and monitor systems throughout the campus in order to generate feedback from students, faculty, and staff pertaining to diversity.
- First Diversity Plan Annual Progress Report was issued.
- ADA Disability Climate Survey for employees and students completed.
- Campus Safety and Security Survey completed.
- CCP 2018 Mission Effectiveness Survey results included diversity questions.
- Campus workshops and events included feedback forms.
- Sexual Harassment Prevention in person workshop includes evaluation forms which rate the program as 99% good or excellent.
- A Community Engagement Self Study was conducted which included elements of diversity.
- IR provided disaggregation by race, gender, and Pell as standard measures on numerous reports.
- The first phase of a new Equity Dashboard was presented looking at student grades by race, gender, age, and Pell status.
- Increased diversity/inclusion awareness of Administrators in Enrollment Management area.
- The Center on Disability collaborated with the College community to promote inclusion as an institutional value and disability as an integral element of the diversity that characterizes the College.
- Numerous faculty received the President’s Awards for Civility, and Collegiality, as well as Service to the College, Fostering Student Success, and Commitment to Diversity.
Diversity Plans are still a key tool for making lasting changes that will improve college learning for all students and the overall comfort level for faculty and staff. As with any sort of comprehensive change effort, nothing replaces strong and courageous leadership, the leadership effort of the College in regard to diversity is articulated with the work conducted to reach achievement of the goals outlined in the Diversity Plan. Overall, the College continues to make significant progress on the goals outlined in the Plan. Challenges persist in many areas, but each Division has demonstrated concerted efforts in support of the stated goals. A renewal of effort is required each year if we are to realize our commitment to inclusive excellence.