A Framework for Fostering Diversity at Penn State: 2004-09. The University Libraries: Assessment of Progress. Prepared by:

Office of the Dean University Libraries and Scholarly Communications The Pennsylvania State University 510 Paterno Library University Park, PA 16802-1812 814-865-0401 Fax: 814-865-3665 A Framework for Fostering Diversity at Penn State: 2004-09 The University Libraries: Assessment of Progress Prepared by: Diversity Committee, University Libraries Dean of University Libraries and Scholarly Communications December 15, 2006

Table of Contents Introduction... 1 Description of the University Libraries as an Academic Unit. 2 Challenge 1: Developing a Shared and Inclusive Understanding of Diversity 3 Challenge 2: Creating a Welcoming Campus Climate 7 Challenge 3: Recruiting and Retaining a Diverse Student Body. 11 Challenge 4: Recruiting and Retaining a Diverse Workforce. 14 Challenge 5: Developing a Curriculum that Fosters Intercultural and International Competence.. 18 Challenge 6: Diversifying University Leadership and Management.. 20 Challenge 7: Coordinating Organizational Change to Support Our Diversity Goals.. 23 LIST OF APPENDICES Appendix 1: University Libraries Demographic Profile.... 26 Appendix 2: University Libraries Organizational Chart 38 Appendix 3: List of Diversity-Related Programs and Exhibitions Presented, Sponsored, and Co-Sponsored by the University Libraries 39 Appendix 4: Libraries Outreach at Commonwealth Campus Locations 51 Appendix 5: Course-Related Library Instruction Supporting General Education Requirement for Intercultural and International Competence.. 53 Appendix 6: Collections Codes Identifying Diversity Collections. 54 Appendix 7: Bibliography of Diversity-Related Research and Publications by University Libraries and Scholarly Communications Personnel.. 55 i

Introduction The University Libraries have had a strong diversity focus for over fifteen years. The Libraries have used two Diversity Consultants from the Association of Research Libraries, Kriza Jennings (1992-1996) and DeEtta Jones (1996-1999), to advise on the earlier stages of a diversity program for the Libraries. The first internal climate survey was conducted in 1995 by researchers from Penn State s Department of Psychology and the Center for Applied Behavioral Sciences. Subsequently, we have worked with the Office of Educational Equity and have conducted new climate surveys every five to six years. Thus, the University Libraries diversity efforts reflect a mature program and consequently show modest progress in any given year, given the historical efforts over the last fifteen years that current efforts build upon. The University Libraries have focused in particular on the following three goals: Respecting individual contributions to the academic environment Providing equitable access for all to information resources Fostering diversity in the workplace and the campus environment The University Libraries aspire to address these challenges, which are consistent with the University s Framework for Diversity. Many activities reported in this update are continuations of previous work where we have already made significant efforts and which have been reported in earlier Framework updates. This midpoint update for 2004-2009 outlines the progress of the University Libraries in achieving our goals and commitment for enhancing diversity at Penn State in these three focus areas. Appendix One summarizes statistically our hiring demographics for 1999-2006. Page 1

Description of the University Libraries as an Academic Unit Prior to June 30, 2005, the University Libraries had a complex organizational structure in which all but the Dickinson School of Law and Hershey Medical Center/College of Medicine libraries reported to the Dean of University Libraries, but portions of the budget remained with the campus deans. The Law Library and the Medical Library were autonomous and reported to those deans. Penn College was not a part of the University Libraries due to its legal status. Earlier critiques of Libraries updates on progress relating to the Framework to Foster Diversity at Penn State criticized the Libraries for lack of clarity on reporting structures and campus library diversity activities. With the latest University reorganization, effective July 1, 2005, the University Libraries have been reconfigured so that all Libraries staff, budgets, and programming now report directly to the Dean of University Libraries. (See Appendix Two) The previously autonomous law and medical libraries are also now part of the University Libraries. And, in December 2005, the Penn State Press began to report to the Dean, whose title was changed to Dean of University Libraries and Scholarly Communications to reflect this change and the growing focus on online scholarly publishing and networked distribution of research. The University Libraries are an academic support unit to Penn State faculty, staff, and students and to academic programs of the colleges. It is comprised of 37 libraries at 24 locations. The Libraries support instructional and research goals of University faculty, staff, and students as well as the citizens of Pennsylvania through its collections (paper and virtual). In addition to collections the Libraries provide outreach and service to all of its patrons, including those affiliated with the World Campus, through on-site and on-line (virtual) reference assistance, instruction, and access services activities such as course reserves and interlibrary loan. This current update thus reflects diversity activities and progress at all 37 libraries at Penn State s 24 campus locations. Page 2

Challenge 1: Developing a Shared and Inclusive Understanding of Diversity Unit Definition of Diversity The University Libraries continue to employ two complementary definitions of diversity; one developed internally by the Libraries in 1995 and one adopted from the University in 1998. These are in the 98/03 Framework as follows: University Libraries definition of diversity for all locations: The University Libraries provide The Pennsylvania State University communities with equitable access to all of its information resources and services. This access is guaranteed without regard to race, ethnicity, language, age, religion or spiritual beliefs, health, gender, sexual orientation, physical capabilities, or geographic origin. The University Libraries are committed to providing equal access to employment and opportunity for advancement without regard to personal characteristics not related to ability, performance or qualifications as determined by University policy or by state and federal authorities. From the 1998 Framework: One of the most succinct statements about the University s diversity objectives is contained in a presentation by Provost John Brighton to the University Board of Trustees in 1993. Under the topic What Do We Mean By Diversity, Provost Brighton provided several descriptors: Reasonable representation from different minority groups Representation from different countries and cultures Reasonable balance of gender Diversity in curriculum content Climate supportive of different minority groups and cultures This conception of diversity provides a viable foundation for official efforts to describe the University s diversity objectives.... Distribution of Information to Students about the University s Diversity Initiatives The University Libraries employ approximately 400 student employees. To the fullest possible extent, student employees are encouraged to become members of the Diversity Committee. Student employees are also invited to participate in the new employee orientation. This program provides an introduction to the University Libraries shared vision of diversity from members of the Diversity Committee and department heads. Additionally, diversity programming is offered to all employees, including student employees. The newly revised Guide to the Libraries, Page 3

available at service points in all Libraries locations, provides a representative portrayal of the diversity present among student constituencies at all Penn State locations. Distribution of Information to Faculty and Staff about the University s Diversity Initiatives Communication of events, initiatives, and Diversity Committee information is made through: The University Libraries Diversity Web page on the Libraries Web site. The Libraries diversity brochure published nearly two years ago, that is being revised to include the most contemporary information on diversity. Employee orientations scheduled for each new employee within the first three months of employment with Penn State. Specialized programming addressing diversity issues offered on a regular basis and to all employees. The Dean of the University Libraries and Scholarly Communications biannual Diversity Forums. Two sessions of the Dean s Diversity Forum are held for all employees. The purpose of the forums is to provide updates on the progress of the University Libraries and Penn State Press pursuant to our commitment of accomplishing the goals outlined in the Framework to Foster Diversity. The forum is also broadcast over MediaSite Live and is accessible online during the forum and for 30 days afterward. Reorganization of the Libraries to include all Commonwealth Campus libraries under one administrative structure now allows for standardization of policies, procedures, and reporting. This has opened lines of communication that were difficult under the former organizational structure. Role and Composition of the Diversity Committee The primary responsibility of the Diversity Committee is to advise Libraries administration on issues of diversity. Inherent in this role for the Diversity Committee is to explore new initiatives, make recommendations for process improvement, and recommend policy establishment or changes as they relate to diversity. The Committee is inclusive in terms of geographic diversity with employees representing both University Park and Commonwealth Campus locations and human diversity with employees from various racial/ethnic, religious, gender, LGBT groups and including faculty, staff, part-time, and student representation. Standing appointments of a Sexual Harassment Resource Person, a member of the Universal Design Team for Web design, Human Resources (ex-officio), and Libraries collection development representative complete the composition of the Committee. Page 4

Strategies Most Successful in Addressing a Shared and Inclusive Understanding of Diversity The formation of a Leadership Team, consisting of the current, past, and incoming chairs of the Diversity Committee has been effective in ensuring continuity, distribution of responsibility, and provides an avenue for new people to be mentored into leadership roles. The new staff orientation provides an opportunity for representatives from the Diversity Committee along with senior administrators to acquaint new employees with the Libraries definition of and philosophy on diversity. The Dean s Diversity Forum is a well attended event and proves to be a successful method of raising awareness and conveying information to the large employee population of the University Libraries. Copies of the forums are available online via MediaSite Live or on compact disk (CD). Strategies Least Successful in Addressing a Shared and Inclusive Understanding of Diversity The Diversity Web site suffered a period of inactivity during which regular updates should have been made. This situation has been remedied and the site is vital once again. The Committee strives to maintain representative membership; however, retention through a one-year term of service for student and part-time employees has been difficult due to promotions, job changes, graduations, etc. The Committee is currently investigating shorter-term membership options for these employee categories. Data collection and development of comparative reports on diversity activities, instruction, etc., occurs ad hoc rather than programmatically. The Libraries continue to search for the most appropriate way to monitor this information over time. Inclusion of diversity in the Libraries discourse and inclusion of diversity in daily activities, though this is difficult to measure. The Libraries administration and Diversity Committee have a sense that diversity is an increasingly accepted value of the Libraries and that it is more openly a part of discussion, planning, and conversation than in the past. The Libraries will continue to work on ways to discern methods to assess success in this area. Best Practice Strategies in Addressing a Shared and Inclusive Understanding of Diversity The new staff orientation program and the Dean s Diversity Forum have proven to be best practices in distributing information to faculty and staff about the Libraries commitment to diversity and diversity initiatives. Both involve senior Libraries administrators as well as Diversity Committee members. This synergy strengthens the message regarding the value of diversity in the University Libraries. Standing appointments of representatives to the Diversity Committee, which include a Sexual Harassment Resource Person, a member of the Universal Design Team (UDESIGN), Human Resources (ex-officio), and Libraries collections representatives, are effective in informing the Committee of activities in these areas. The reverse is also true. Page 5

Measures of Success in Gauging Progress Toward a Shared and Inclusive Understanding of Diversity Approximately forty people attended the staff orientation program during this period of assessment. Reorganization of the Libraries to include all Commonwealth Campus libraries under one administrative structure allows for standardization of policies, procedures, and reporting. Ongoing and regular educational opportunities on diversity and diversity contributions for all levels of faculty and staff are reported in annual evaluations. Page 6

Challenge 2: Creating a Welcoming Campus Climate Demonstrated Support for Diversity by Leadership The University Libraries leadership provides ongoing resources and support to Libraries employees for diversity education, programming, events, initiatives, etc. Encourages participation in diversity education, programming, events, initiatives, etc., pursuant to professional development and annual reviews. Administration attends and participates in diversity programming, events, etc., as their schedules permit. They also encourage employees to serve on Libraries, University, and national committees. Examples include: Penn State diversity-related committees and the three President s commissions: Commission for Women; Commission on Racial and Ethnic Diversity; and Commission on Lesbian, Gay, Bisexual and Transgender Equity. Support for Libraries employees to serve in a leadership role as advocates for Web accessibility. National and international associations such as the Association of College and Research Libraries (ACRL), American Library Association (ALA), Association of Research Libraries (ARL), and International Federation of Library Associations (IFLA) Ongoing support for our department of Library Services for People with Disabilities. The University Libraries Identification of Climate Issues The University Libraries conduct formal climate assessments every five to six years and are in the process of preparing and launching the next assessment in Spring 2007. Following the last climate assessment, the Dean and Diversity Committee worked with the Libraries representative in the Office of the Vice Provost for Educational Equity to drill down on certain issues via focus groups. In addition to formal assessment, the Libraries administration and Libraries Human Resources promote an open door policy as a way to become aware of and respond to diversity issues both positive and negative. Two Sexual Harassment Officers are appointed every two years and their availability is made known throughout the Libraries. The University Libraries Monitoring of Climate Issues In addition to regular climate surveys and follow-up analysis, the Diversity Committee has asked for and received invitations to attend department meetings to discuss diversity issues. In addition to formal meetings and informal dialogue, the Committee, with Libraries administration, conducts activities between climate surveys (e.g., open forums, focus groups, etc.) and acts on information gathered in this way. Page 7

University Libraries Response to Climate Issues In 2004-2005 the Libraries continued work on action items identified through analysis of focus groups conducted in 2003. The Libraries regularly hold specific programming to both positively celebrate diversity and to educate employees about diversity issues. Mid and upper-level management are completing a multi-year initiative where every supervisor is required to complete Mastering Supervision to better understand diversity in order to monitor and respond to issues as they arise. The Dean s Library Council is receptive to suggestions for overall climate improvement, policy changes, etc. Recent initiatives include agreement to explore use of 360 degree assessment of senior administration and department heads and approval for Diversity Committee visits to department meetings. Unit-Wide Individualized Approaches Developed to Enhance Overall Climate and Individual s Satisfaction with the Environment The University Libraries have taken a variety of approaches toward enhancing the campus climate including but not limited to: Active participation in the Penn State poster program WE ARE. Revision of the Libraries guide to be more representative and inclusive of the diverse constituency that we serve. Production and revision of the diversity in the University Libraries flyer. Planning and scheduling of diversity programming based on need or by request. Scheduling of social activities for employees, such as culinary diversity pot luck, ice cream socials, etc., and encouragement by supervisors for attendance. Institution of programming that is inclusive and respectful of employees who work schedules other than 8 a.m. to 5 p.m. In addition to programming options, an ice cream social sponsored by the Diversity Committee was recently held in the evening and was a huge success, and key programs or forums can be seen on MediaSite Live. Provision of diversity programming that is available to the entire Penn State community. Integration of diversity into the staff interview process. Proactive approach to workplace accessibility in facilities, Web-based resources, and instruction to Libraries faculty and staff on awareness of accessibility issues with regard to meetings, instruction, etc. One major improvement for hearing impaired staff was the addition of additional phone lines to take advantage of the new technology in the phone s software for automatic dialing of the CapTel phone relay number for the hearing impaired. At the request of Libraries employees, CapTel phone relay numbers were put in front of the PSU phone books and information on CapTel has been included in their LDAP directory listings. Page 8

Strategies Most Successful for Creating a Welcoming Campus Climate for Diversity The new staff orientation provides an opportunity to introduce new employees to the University Libraries definition, expectations, and value for diversity. The information is presented by senior Libraries administrators and members of the Diversity Committee. This, with the increasing use of diversity-related questions in the interview process at the unit level, stresses the value of diversity to the University Libraries and informs both existing and prospective employees of such. Staff orientation programs include lunches with the Dean (faculty) and Assistant/Associate Deans (everyone) to allow employees a pleasant and informal atmosphere in which to ask questions and to learn about the Libraries and the University. Broad support for participation in diversity-related committees, commissions, training, research, and events strengthens the sense of individual involvement and commitment to creating a welcoming climate. As part of the effort to integrate diversity into the staff interview process, Libraries Human Resources now monitors all staff job postings to ensure that a statement requiring demonstrated commitment to diversity is included. As mentioned above as a method of identifying climate issues, the Libraries Human Resources Office has an open door policy to encourage employees to bring forth issues, both positive and negative. Human Resources held an open house in December 2006 for all Libraries employees in an effort to promote this open door policy and to provide information regarding their mission to build relationships with all employees and partner with the University Libraries community in support of its goals and programs to include fostering diversity and a welcoming climate that promotes civility and respect. Strategies Least Successful for Creating a Welcoming Campus Climate for Diversity Institutionalizing diversity in the interview process for staff has been difficult to implement. The Committee worked closely with Penn State s Affirmative Action Office to develop a program to train supervisors to include diversity-related questions in staff interviews and pilot it. This was an innovative project and might have become a best practice but was delayed as other supervisory training programs were being developed. Units and/or supervisors who are aware of the program are using it informally. The Committee proposed that representatives be given an opportunity to meet with faculty interviewees in an exit-like interview meeting. This was rejected by the Dean s Library Council for a variety of reasons and representatives from the Committee are now invited instead to participate in the candidate meeting with the Dean s Library Council. Best Practice Strategies for Creating a Welcoming Campus Climate for Diversity The new staff orientation program has become a best practice for both distributing information about diversity and for creating a welcoming climate to foster diversity. Regular climate assessment surveys and follow up activities through the past ten years has provided valuable information that the Libraries have used to guide practices, policies, etc., over time. Page 9

The Diversity Committee benchmarked climate studies of Penn State s College of Education and three other institutions (University of Hawaii at Manoa, University of Massachusetts Boston, and University of Vermont) to formulate our 2007 study. A strong, visible, and active Diversity Committee that works closely with senior Libraries administration, the Office of the Vice Provost for Educational Equity, and that reports directly to the Dean has been advantageous in increasing visibility for diversity and climate issues and an advocate for positive climate change. Measures of Success for Creating a Welcoming Campus Climate for Diversity The Libraries use direct and indirect measures to gauge progress. Direct measures include climate assessment survey data, program attendance records, collection development records, etc. Other observable measures include: Libraries increasingly becoming known as a University-wide resource in Web accessibility. Diversity programming support and diversity collections. Inclusion of diversity in workplace discourse, policy, etc. Page 10

Challenge 3: Recruiting and Retaining a Diverse Student Body As an academic support unit within Penn State, the Libraries are not actively involved in the recruitment of Penn State students. However, it interacts with students in a variety of ways that are supportive to student success and retention. Recruiting/Retaining Undergraduate and Graduate Students From Underrepresented Groups The University Libraries support students through wage and work study employment opportunities. As of Fall Semester 2006, student employees comprise 76.5% of the Libraries wage payroll employees at University Park, with 54.6% female, and 42% minorities. At Commonwealth Campus library locations, student employees comprise 84.7% of the wage payroll employees, with 61.7% female, and 32.7% minorities. As of 2004, Libraries Human Resources began the final phase of an improved wage payroll hiring process to include monitoring applicant pools to ensure diversity whenever possible. Reports of progress are compiled quarterly. Reducing Intergroup Disparities in Enrollment, Retention, and Graduation Rates Both our Graduate Assistantships and our Undergraduate Bednar Internships have been awarded to students of color. Both programs are collaborative stipends for assistantships that have been shared with graduate departments and colleges, e.g., English Department; and the Bednar Internships are awarded in collaboration with academic units which grant academic credit. Both are very popular with students for the subject-based experience that students derive. Paid undergraduate internships provided to students at University Park Libraries through the Bednar Internship Program. The number of participants for the reporting period are: 2004/2005-9 internships approved (6 female, 3 male) 2005/2006-6 internships approved (5 female, 1 unfilled) 2006/2007-7 internships approved (5 female, 1 male, 1 unfilled) The Libraries offer up to nine graduate assistantships annually. The graduate assistants are then eligible to participate in the Summer Tuition Assistance Program (STAP). These opportunities support recruitment and retention of graduate students at University Park. The number of graduate assistants for the reporting period are: 2004/2005-9 graduate assistantships approved 2005/2006-7 graduate assistantships approved 2006/2007-8 graduate assistantships approved The Interlibrary Loan unit implemented a feature in the Libraries catalog to facilitate delivery to World Campus and other remote borrowers thus eliminating a long-standing barrier to equitable access for non-traditional students. There are significant ongoing efforts to educate and raise awareness on disability and accessibility issues and to provide accessible resources to people with disabilities. Departments Page 11

and units within the Libraries, including Access Services, Information Technologies, Instructional Programs, Public Services, and the libraries at various Penn State campuses have implemented programs and practices to improve access both to the Libraries physical spaces and to its Internet-based collections and services. And, a recent gift to the Libraries will allow us to purchase special equipment for several service desks to facilitate communication between staff and students who are hearing impaired. The Libraries regularly conduct diversity-related programming at all campus locations, with the goal of creating a welcoming environment to attract and retain a diverse student body and workforce. [See Appendix Three for initiatives from specific locations.] Mechanisms for Collaboration Established by the University Libraries Collaborative efforts in which the Libraries are involved include: Libraries Web designers redesigned Penn State top level Web templates to be fully accessible. These are now in the hands of University Relations and University Publications for final review and distribution to the Penn State Web community. The UDESIGN Team recently completed work on a combined purchase with Information Technology Services to purchase Zoom Text, an accessibility software tool, that will be available at all Libraries locations and Penn State student computing labs. The Libraries collaborate with the Lion Ambassadors of Penn State, who bring 400 groups of visitors and alumni through the Libraries each year. Graduate Assistantships and Bednar Internships have enriched experiences of students. Strategies Most Successful for Recruiting and Retaining a Diverse Student Body Collaborative efforts with other units and colleges are often the most successful practices. This collaboration allows the Libraries, as a support unit, to connect directly to students in the context of their curriculum to personalize the Libraries and to help make their experience at Penn State positive. The Libraries as a whole have been involved in assessing and implementing changes to make the Libraries more welcoming both physically (creation of space for study, group meetings, etc.), and in terms of diversity. Most Libraries locations produce diversity displays, hold events, etc., that visibly demonstrate a welcoming environment for diversity. (See Appendix Three for examples.) Libraries faculty members actively participate in University organizations that help to retain diverse students. Examples include the Fast Start program, which mentors new minority and disadvantaged students, helping them to adjust to college life; Be a Part From the Start, which is part of the Fast Start Program; and the LGBT Support Network. Page 12

Strategies Least Successful for Recruiting and Retaining a Diverse Student Body Although the Libraries provide support and pertinent services to help retain students, the Libraries have limited control on student retention as this is determined by their college. Measures of Success for Recruiting and Retaining a Diverse Student Body The Libraries measure its success in terms of outreach efforts. [See Appendix Four for examples of efforts across all locations.] Page 13

Challenge 4: Recruiting and Retaining a Diverse Workforce Locating and Recruiting Faculty and/or Staff from Underrepresented Groups The Libraries remain dedicated to implementing and maintaining the ideas and programs resulting from the Recruitment and Retention CQI teams that began in 1998. For faculty searches, the Libraries Human Resources Office periodically reviews source lists to update and modify them, as appropriate, ensuring sources that result in more diverse pools are retained and new ones added and that unsuccessful sources are removed. In addition, the use of entry-level language has been utilized in advertisements to attract a more diverse pool and ultimately provide opportunities for mentoring and retention. (More about integrating a diversity component in the interview process is discussed in the response to Challenge 6.) The Libraries also include language in all advertisements that stresses that diversity is one of the core values in the unit and encourages those who can contribute to the community to apply. We continue to make every effort to include at least one minority applicant in all searches. We are mindful of the need and desire to attract a diverse applicant pool and seek to utilize additional external advertising sources when necessary for diversity of the pool (and for subject-specialty). To increase the likelihood of a diverse pool, we limit the use of required skills and use preferred for qualifications that are negotiable. During the search process, candidates are provided with copies of literature that explains the focus on diversity, such as the Framework to Foster Diversity at Penn State, Fostering Diversity at Penn State, the Libraries Diversity Committee brochure, and the Libraries Strategic Plan. The Manager of Libraries Human Resources meets with the candidate to explain the definition of diversity in the Libraries, the environment, and initiatives related to diversity, as well as being available to discuss questions the candidate may have related to diversity in the unit. Libraries faculty and staff frequently network with colleagues at other institutions with a shared interest. This strategy continues to provide opportunities to build shared faculty applicant pools and participation in nation-wide minority hiring programs (e.g., ALA s Spectrum program and ARL s Initiative to Recruit a Diverse Workforce). The number of minorities in librarianship, especially academic librarianship, remains low; so we strive to remain competitive with other libraries nation-wide to attract qualified minority candidates. The Libraries continue to support the University s ONE (Opportunity Network for Employment) program. A member of the Libraries Human Resources staff actively participates on the committee to help identify opportunities in which the Libraries can take advantage of the program, while providing employment opportunities to individuals with disabilities. The Office of Human Resources ONE Coordinator periodically attends the Dean s Library Council meetings to discuss opportunities for supporting this program. In the past three years, we have had three successful ONE wage payroll hires in the areas of Collection Maintenance and the Music Library. Since the last Framework report in 2003, the percentage of certain classes of minority employees has increased. The percentage of African American wage employees has increased from 10.6% Page 14

to 13.2%, and the total of minority wage employees has increased overall from 24.4% to 26.1%. In staff, the numbers of Asian American and Hispanic employees have both increased from 1.5% to 1.9%. Female staff has increased from 73.2% in 2001 to 76.2% in 2006. Although the percentage of faculty positions held by minorities has fallen from 11.3% in 2003 to the current 9.8%, the Libraries recently lost four women of color, one due to a spousal relocation. Two others were due to Libraries faculty accepting leadership positions in other universities, which is a sometimes inevitable result of our mentoring program, and the fourth one preferred to live in an urban area. We strive to provide leadership opportunities and with the limited number of opportunities in the library field, librarians sometimes must eventually seek these positions in other institutions. One recent campus faculty hire was filled with an African American female, making use of EOPC funds. In filling the four recent vacancies, the Libraries will strive to again fill these positions with diverse candidates and again take advantage of the EOPC funds to do so. Improving Identification and Assessment of Credentials for Purposes of Hiring and Promotion As discussed more thoroughly in the first question of this challenge, faculty search committee chairs are required to attend the Affirmative Action Office s search committee training. Search committees are charged by the associate and assistant deans to include diversity considerations in the search and interview process. Faculty search committee members are provided copies of these materials during the charge meeting and encouraged to also attend or at least view the materials and video available on the Affirmative Action Web site, plus the Libraries focus on having a diverse applicant pool is stressed. During this meeting, a member of the Libraries Human Resources staff joins the Dean, Associate or Assistant Dean to offer informal training on the recruiting process and how to increase the diversity of the pool. In the past year, the use of a comprehensive search committee binder has been implemented, providing training materials and samples (such as candidate qualification comparison grids) for use by the committees to ensure fair and equitable interviewing and selection, as well as providing a guide for the evaluation and comparison of credentials of applicants. For staff positions, managers are encouraged to attend OHR s new Hire Power program, and we are investigating making this a mandatory requirement for employees who serve on any staff search committees. Retaining and Promoting the Success of Faculty and Staff from Underrepresented Groups The Libraries continue to utilize a mentoring program between senior and junior faculty and funds department heads, assistant deans, and associate deans to attend Human Resources management training programs. All supervisors are required to complete Mastering Supervision and new administrators also attend the Leadership Academy. All Libraries faculty receive faculty travel funds to support their professional development. Succession planning/mentoring in response to anticipated future retirements in the Libraries administration has resulted in the Libraries funding promising middle managers to attend programs aimed at developing the next generation of national leaders in librarianship. This includes the Senior Fellows Program at UCLA, the Harvard Institute, and the Frye Institute. The Page 15

University Libraries will be one of six host sites for 22 promising librarians over the next two years as part of the Association of Research Libraries Research Library Leadership Fellows (RLLF) Program, along with Harvard, Toronto, Minnesota, UC Berkeley, and North Carolina State University. The Libraries take the development portion of the SRDP seriously and a diversity component has been and continues to be a required part of the annual Staff Review and Development Plan and faculty annual performance reviews. In addition, the Libraries strongly support offering release time and funds, as appropriate, so that faculty and staff may attend diversity program offerings and professional development opportunities. In the last three years, the Libraries have brought in diversity-related programs into the unit so that employees may more easily attend the training sessions. Included in recent offerings are Diversity in Health, Wisdom of the Ages: Applying Generational Concepts at Work, Meeting on Common Ground, Diversity and the Attitude Virus: Curing Negativity in the Workplace, and the Negotiating through Differences Series of Interest-Based Negotiations, Persuasion and Influence, and The Art of Verbal Self-Defense. In addition to bringing the programs to the Libraries to enable more employees to attend, the administration and leaders encourage supervisors to make every attempt to offer release time for employees to attend these programs, as appropriate. Since the last Framework was completed, the Libraries have implemented a mandatory New Hire Orientation for full-time staff. This orientation includes overviews on the organization s structure, mission, and provides an opportunity to discuss the focus on diversity initiatives. New staff are provided materials on diversity, including upcoming diversity offerings on campus. Specifically, new employees are urged to attend HRDC s Understanding and Valuing Diversity program. Strategies Most Successful for Recruiting and Retaining a Diverse Workforce One strategy that has been successful in the recruitment process is referring self-identified members of minority groups to appropriate campus groups and group members in order for them to gain a thorough understanding of life on a majority campus. As the libraries field is a national one, it can be difficult to attract candidates to this area. Providing these referrals provides a realistic picture of the diversity and life on this campus, helping to improve retention. The Libraries continuously support faculty and staff who have leadership aspirations, both by encouraging individuals to take advantage of opportunities outside the Libraries, such as University committees and initiatives, and by providing leadership opportunities within the Libraries. Examples of this are more thoroughly discussed in Challenge 6, in question 4. With the incorporation of 109 campus positions into the University Libraries, as part of the University reorganization of the Libraries, all campus positions were reviewed for salary equity. Also, with the addition of the Penn State Press reporting administratively to the University Libraries, all positions at the Press were reviewed for salary equity. Page 16

Best Practice Strategies for Recruiting and Retaining a Diverse Workforce Best practices include our faculty mentoring program and supporting faculty and staff travel requests, which provide employees an opportunity to develop and diversify their skills and knowledge. The Libraries Human Resources staff and supervisors also continuously review positions to identify changes and increases in responsibilities so that positions may be reviewed, as appropriate. Measures of Success in Recruiting and Retaining a Diverse Workforce Unfortunately, the numbers and percentages of minority employees in our unit dropped over the last year. This was due largely in part to the Commonwealth Campus reorganization of July 2005, at which point all employees in the campus libraries came under the Libraries administrative area. Many of our campuses are in smaller, more secluded areas and have limited diversity. On the positive side, having all of these areas officially under the Libraries will allow us to obtain more accurate statistical data on the make-up of our workforce, a task which has proven difficult in the past due to the separation of the campus libraries under the respective campus administrative areas. Institutionalizing diversity in the interview process for staff has been difficult to implement. (See Challenge 2, Least Successful Strategies) Page 17

Challenge 5: Developing a Curriculum that Fosters Intercultural and International Competence Contributing to a Curriculum that Supports the Diversity Goals of the University The Libraries support the curriculum through the Libraries collections as well as through a program of extensive course-related, subject-specific, and general information literacy instruction in every college and at every campus location. A number of these sessions support courses identified by the University as fulfilling the General Education requirement for Intercultural and International Competence. [See Appendix Five for a sampling.] The primary responsibility of the Libraries is to support the curriculum and research at Penn State. In doing so the Libraries continue to designate funds specifically for the purchase of diversity materials. [See Appendix Six] These funds are used in the selection of materials that support the University s curriculum vis-à-vis diversity content. This selection is in addition to the acquisition of diversity-related materials already undertaken by all selectors at the University Libraries. The Libraries have created a Diversity Collection Group to coordinate selection of materials that support the University curriculum vis-à-vis diversity content. A collections representative is appointed to the committee by the Dean. The Department for Instructional Programs with the Diversity Committee is working on plans to offer training in instructional methodology to help Libraries instructors better integrate diversity into their teaching and curriculum. This training will occur in 2007. The Instructional Programs Department tracks instruction, in general, and instruction with a diversity component, in particular. [See Appendix Five] Strategies Most Successful and Best Practices in Developing a Curriculum that Fosters Intercultural and International Competence Annual budget commitment for diversity-related materials. Development of collection development policy statements to target collection spending in areas that support the University s and Libraries missions. Strategies Least Successful in Developing a Curriculum that Fosters Intercultural and International Competence Use of diversity codes when ordering is still inconsistent across the University Libraries. Even after efforts to present this information to selectors, the codes are not effectively used. Many items are received via vendor profiles by subject areas. These items do not receive diversity codes and are not counted directly with materials that support diversity. Better ways to track expenditures need to be developed. Page 18

At present, instructors at University Park record detailed data on instruction but this is not monitored at the same level of detail as locations other than University Park. The recent reorganization of the University Libraries, which brings the campus libraries into the same administrative realm as University Park libraries, is an opportunity to standardize practices and reporting mechanisms. Data has been collected inconsistently on course-related library instruction supporting general education requirements for intercultural and international competence. Measures of Success in Developing a Curriculum that Fosters Intercultural and International Competence In 2004, the Collections Subcommittee reviewed and recommended revisions to the diversity codes. These included the addition of codes to promote a more inclusive perspective on diversity and to reflect the University s expanded curricular coverage. A presentation was made to all selectors to increase awareness of the revised diversity codes and promote their accurate use. The Libraries continue to investigate new methods for tracking and assessing the acquisition of diversity-related materials. Reports are generated at the end of each fiscal year indicating the expenditures by fund for each library location at University Park and the Commonwealth Campuses for which a diversity code or codes were specified by the selector. Libraries faculty and staff have researched, published, and presented a number of books, book chapters, journal articles, and conference presentations that have advanced the University s diversity agenda. Research topics have included racial and ethnic minorities; minority religions; gay, lesbian and bisexual topics; ADA and gender studies. [See Appendix Seven] Page 19

Challenge 6: Diversifying University Leadership and Management Unit Leader Involvement in Diversity Efforts Unit leaders in the Libraries are encouraged to be supportive of diversity training by urging staff to attend diversity-related training and by providing release time when possible and appropriate. In addition to encouraging their own staff, our librarians are active in diversity programs themselves, and often are the impetus behind many of the programs brought into the Libraries, such as this year s Women in IT discussion. The Libraries Colloquium Committee sponsored Dr. Joan Korenman, professor emeritus at the University of Maryland and founder of the Center for Women and Information Technology, and opened her presentation to the University community. Endowment funds are also frequently used to enable us to bring in speakers such as author Lorene Carey. The Libraries also hold Banned Book Week events, including readings from banned books, many of which involve diversity issues such as race and sexual orientation. Unit leaders are also very proactive in networking with colleagues at other institutions and actively seeking candidates to expand the diversity of our candidate pools. Recently a member of our faculty traveled to Bangladesh to visit the Khulna University Library, following which we then hosted two librarians from Bangladesh, from the Khulna University and Darul Ihsan University, for a week. Since the last Framework update, most of our executives, administrators, and department heads at University Park have participated in Academic Leadership Forums. Our unit leaders are also actively involved with the ACRL (Association of College Research Libraries)/Harvard Leadership Institute, both participating in the program and nominating others to attend. One of our librarians is also the President of the American Library Association s RUSA (Reference and User Services Associations). These and similar positions allow librarians the chance to network with colleagues, diversify their own experiences and skills, and expand the diversity of our candidate pools. A number of Libraries faculty and staff have participated in the Commission for Women Mentoring Committee as mentors, including the Associate Dean for University Park Libraries and the Head of Public Relations and Marketing. Two untenured female Libraries faculty members were mentees last year. The Dean was a guest speaker to this group at its annual luncheon last year. Administrative and Executive Level Diversity Profile Many leadership positions in the Libraries are held by women. Three of five administrative positions in the Libraries are held by women. Of the 54 leadership positions held in 2006, females hold 29 positions and males hold 25. Dean, Associate Dean for University Park Libraries, and Assistant Dean for Technical and Collections Services are female. Page 20

Heads of the following departments are female: Access Services, University College Libraries, Human Resources (woman of color), Information Technologies, Business Office, Digitization and Preservation, Public Services, Scholarly Communication Services, Instructional Programs, Cataloging and Metadata Services, Public Relations and Marketing, and Instructional Programs. Nine Commonwealth Campus head librarian positions, and five subject library/unit heads are female. Creating Diverse Applicant Pools and Search Committees for Administrative Searches In the Libraries, all faculty searches are handled in the same manner. Please see Challenge 4 for a more complete description of the search process. One particularly important part of administrative searches, however, due to the more limited pool, is networking with colleagues in the field. Search chairs work with search committees to encourage them to actively seek candidates to expand the diversity of the pool. Similarly, we are expanding efforts to utilize minority faculty members to make use of contacts they may have, as well. Identifying Potential Administrators from Underrepresented Groups in Staff and Faculty Nancy Eaton, Dean of University Libraries and Scholarly Communications, has been and continues to be a member of the Association of Research Libraries Minority Partnership. Lisa German, Assistant Dean for Technical and Collections Services, is also involved in ARL s Research Library Leadership Fellows Program and recently attended institutes offered by the program. The first institute in the program had an international focus along with a focus on librarians as faculty and what that means to a library and a library director. It was held at the University of Illinois. The second institute was titled Complexity, Community and Collaboration and was held at the University of Washington. The third institute had a strong space, IT, and challenges of an urban university component and was held at Columbia in New York. The Libraries continue to utilize a mentoring program between senior and junior faculty and fund department heads, assistant deans, and associate deans to attend Human Resources management training programs. New supervisors are required to attend Mastering Supervision and new administrators also attend the Leadership Academy. The Libraries administration and other leadership continue to be supportive of other opportunities for employees to be involved and gain leadership experience. Examples of these efforts include encouraging department heads and supervisors to nominate employees who demonstrate leadership qualities, as well as those who do not normally receive such opportunities, for Libraries-wide and University-wide committees, as appropriate. The Libraries are also supportive of employee participation in other University and national organizations, and provides these opportunities to employees when possible. Members of the Libraries faculty and staff participate in such groups as The Commission for Women; The Commission on Racial/Ethnic Diversity; The Commission on Lesbian, Gay, Bisexual and Transgender Equity; The Lesbian, Gay, Bisexual, Transgender Equity Support Network; and the American Page 21