SUNY Brockport’s five-year Strategic Plan for Equity, Diversity, and Inclusion outlines
the College’s targeted goals for the next five years in regards to reducing barriers
to access, inquiry, engagement, and completion for all students as well as increasing
social equity for all members of the campus community. The plan aligns with the College's
core values: Community, Engagement, Excellence, and Transformation, which are part
of the College’s Strategic Plan, “Building a Better Brockport.”
EDI Strategic Plan Goals
SUNY Brockport has long held a commitment to equity, diversity, and inclusion. Below
are the goals of our current EDI Strategic Plan (2016-2021). Some progress has been
made, but not as swiftly as any of us would like. The College remains comitted to
these goals and will enhance our efforts to achieve them.
Achieve a balance of representation in faculty and staff in line with student population,
and national, state, and regional demographics; and maintain a commitment to retention
and promotion of minority and underrepresented faculty and staff.
Achieve a balance of representation in student body population in line with state
demographics; and maintain a commitment to retention, completion, and academic success
of minority and underrepresented students.
Ensure that curriculum, programming, and/or trainings educate all incoming students,
faculty, and staff and are available to current students, faculty, and staff in issues
of social equity and the ability to speak to each other across differences as part
of the College’s commitment to inclusive community, diverse engagement, academic excellence,
Continue to build and maintain an inclusive and positive campus climate for every
member in which to foster internal and external community building on the campus,
local, regional, and international levels in which diversity is valued and inclusion
and equity are shared.
Progress Toward Goals: 2018-19
In response to concerns from members of our campus community, President Macpherson
has committed to a series of action items designed to strengthen our campus climate.
She has committed to structural changes in campus policies and practices. Those changes
include, but are limited to, the following:
Action 1: External Support
In partnership with SUNY, Dr. Rodmon King, Chief Diversity and Inclusion Officer at
SUNY Oswego, joined our campus March 4 and will offer support throughout the spring
2020 semester. He will serve on President’s Cabinet to help rethink the structure
and strategic plan for the Office of Equity, Diversity and Inclusion in addition to
providing guidance, direction and support for the College.
Action 1 Progress Update
Action 2: Revamping Bias Reporting Mechanism
The re-launch of the bias reporting mechanism website launched in January was confusing
to many. The former bias reporting mechanism has been reinstated while a new and improved
mechanism is developed. If you have a concern and wish to report it, please go to
the Issue Reporting Center and click on “Report an Incident” under the Bias Related Incident Reporting System.
Action 2 Progress Update
Action 3: New Trainings
A comprehensive plan is being developed by the Office of Equity, Diversity and Inclusion
and Human Resources which will include online and face-to-face training in implicit
bias, institutional racism and structural inequality. This training is mandatory for
Action 3 Progress Update
Action 4: Demographic Review
A thorough review is underway of the demographics and diversity representation of
each of the 87 campus departments to identify which units have little racial/ethnic
diversity, and devise a plan to eliminate these “diversity deserts.”
Action 4 Progress Update
Action 5: Additional Community Conversations
We are committed to holding additional community conversations to hear issues and
concerns that need to be resolved and to rebuild trust in our community. President
Macpherson is actively engaged in these conversations.
Action 5 Progress Update
Read the full EDI Strategic Plan:
EDI Strategic Plan 2016-2021 (pdf)
Enrollment by Race and Ethnicity (pdf)
Adult Student Enrollment Trends (pdf)
International Student Enrollment (pdf)
Enrollment by Gender (pdf)
Divisional Progress Updates
- Academic Affairs
- The leadership team has had multiple discussions on how to lead for change. Ultimately,
each dean will be asked to create a plan for their school, and each department, when
we recommence in the fall, will be tasked with addressing EDI explicitly within their
training, meetings, operational practices, and procedures. A review of Appointment,
Promotion and Tenure requirements will be asked for from each department.
- Launched an OpEd project, “Write to Change the World,” in collaboration with SUNY
Geneseo. The mission of the OpEd project is to change “who” writes history, diversify
knowledge in the public domain, and accelerate solutions to society’s greatest challenges.
The intended outcome was to provide an opportunity for diverse faculty to use their
public “voice” through writing op-ed pieces in the media. Participants have access
to national coaches for one year after the event. Responses from participants said
it was an intense, rewarding, and helpful experience. Brockport has had two op-ed
pieces published as a direct result of the training.
- Broadened the scope and context of the PRODiG Steering Committee to include not only
PRODiG support, but review of all support structures, ensuring more accountability,
including review of data, placing and language of ads, hiring practices, mentoring,
support of early career faculty, support of faculty promoting for full, developing
new opportunities for all faculty, and ensuring a supportive atmosphere on campus.
- With the advice and encouragement of the chair of the Faculty and Staff of Color Group
and our CDO, we have contracted with the National Center for Faculty Development and Diversity for whole campus access, with a soft launch in spring and planning for more of a
“hard launch” for all faculty in fall 2020.
- Two members of the team lead EDI committees for campus, the EDI Awards Committee,
and the Recruitment and Retention Committee of the PCDI.
- Fundraising activities lead to more than $1 million in support in the form of scholarships,
prizes, and undergraduate research awards; our underrepresented students are over-represented
in terms of scholarship receipt. Some of the funds of the Foundation have been explicitly
geared towards our EOP students, with an additional $35,000 in support raised to support
their needs over the last two years.
- Advancement set up the Golden Eagle Opportunity Fund (GEOF) to help students in financial
need during the COVID-19 crisis.
- Advancement and Admissions work together each spring and summer as the incoming class
of first year students decide on Brockport as their school of choice. Admissions seeks
a diverse group of alumni in cities across the state to join accepted students and
their families at these receptions.
- Created a new Coordinator of Advancement Diversity Initiatives position, repurposing
a vacant line to do so. This position will be split between our Offices of Alumni
Engagement and Annual Fund (The Fund for Brockport) and focus on activities and fundraising
around our diversity efforts. This is a first-of-its-kind position within the SUNY
- Administration and Finance
Initially focused on making changes to our HR practices to take into account EDI opportunities,
including the following:
- Actively recruiting for a Diversity Recruitment and Retention Specialist. We have
significantly revised the job description and are seeking an individual with past
HR recruitment background and experience with a focus on EDI.
- Restructuring the existing HR Recruitment team and moving from passive to active recruitment
with an emphasis on diversifying our applicant pools.
- Affirmative Action Officer is working with Dr. King to identify nationwide partnerships
that our recruitment team develop specifically around faculty recruitment. She is
also working with Dr. King and Institutional Research on gathering data to inform
our outreach plans once the Diversity Recruiter is hired.
- HR has implemented a Candidate Relationship Management (CRM) feature in our applicant
tracking system allowing the recruitment team to connect with potential applicants.
- The CRM will allow us to stay connected with interested parties and build a pipeline
of qualified candidates.
- Everyone in the recruitment team has attended EDI training sessions and webinars,
and one member of the team attended the CUPA Greater NY Chapter Recruitment Workshop
that focused on EDI recruitment tools, best practices, and the PRODiG initiative.
- The Affirmative Action Officer participated in OFCCP meetings and will continue to
partner with their offices as they announced they will be providing employers additional
support and resources around diversity, veterans, and disabled individuals.
- Started the development of “HR101” training for new supervisors and managers, which
includes EDI awareness.
- Ongoing analysis of employee turnover to identify root cause for attrition.
Administration and Finance will continue to work on the other areas of the division,
including facilities and planning, budget and management, and health and safety to
develop similar intensive EDI initiatives to transform the operations of our non-student-facing
- College Communications
- Discussions around EDI have become part of weekly meetings between the VP and directors.
- In the process of redeveloping the website’s main navigation to ensure that a link
to our diversity work is prominent on each of our hundreds of thousands of web pages.
- Building intentionality into its use of social media. For example, 5.5 of the 11 Instagram
takeovers thus far in 2020 have been by students of color.
- A member of the College Communications leadership team is assigned to support OEDI’s
marketing/communication needs — including event promotion, website support, video/photography,
- The interim CDO and the VP for University Relations have been discussing a plan to
thread more EDI imagery throughout the website, not just in ensuring that our photographs
represent our diverse student body, but also in thinking through how to ensure that
clubs, organizations, and activities that disproportionately attract students of color
get more visibility on the website and in our PR stories, such as our McNair Program,
our EOP program, and our cultural club activities.
- Enrollment Management and Student Affairs (EMSA)
In Spring 2019, all EMSA units completed the Council for Advancement of Standards
in Higher Education Part 7 Self-Assessment focused on Equity, Inclusion, and Access.
This has become incorporated into the annual reporting process and informed departmental
annual goals, which are measured on an annual basis through the assessment process.
Specific initiatives undertaken in 2020 include the following:
- Golden Eagle Orientation Academy: An extended orientation for low income, first generation and/or students of color.
This is intended to provide additional transitional support, mentoring, and academic
skills. This was planned to be offered in summer 2020; we are now looking at offering
it in conjunction with an extended Welcome Week.
- Transition and Success Coordinator: This position was realigned from Career Services. The new Transition and Success
Coordinator position is part of the state-of-the-art Academic Success Center (ASC),
which opened in 2018 in the center of campus. Working with a team of dedicated, student-centered
professionals in the ASC, the Transition and Success Coordinator will develop and
implement comprehensive programs and interventions to support the transition and ongoing
academic and personal success of historically underrepresented groups. Specific priority
populations for this position will be historically underrepresented students, emerging
scholars, and military/veteran students.
- The Student Transition and Inclusion Steering Committee is charged with the following:
- Review, augment and/or recommend enhancements to the existing program proposal, approved
by President’s Cabinet in January 2020.
- Operationalize the strategies within the Program Proposal for implementation in summer
2020, fall 2020, and beyond.
- Provide support and advisement to the ASC Transition and Success Coordinator.
- Review assessment data on an ongoing basis to determine program effectiveness; identify
opportunities to improve programs and services.
- Based on the retention data analysis and findings, provide recommendations to the
Enrollment Management Committee to be integrated into the Strategic Plan for
- Undergraduate Retention, as well as other divisional goals/plans.
- We recognized a lack of diversity within our recent searches for new Admissions Advisors
so we piloted an internship program that created both a graduate and undergraduate
internship within the office. This program has been highly successful as we were able
to offer two internships this spring.
- We have refined our efforts to strengthen working relationships with school counseling
staff in high schools that have very diverse populations (by using NYSED data). Completed
events include College information sessions, EOP counseling trips (jointly conducted
by UG Admissions, Financial Aid, and EOP), Financial Aid literacy presentations, and
school counselor events. Prospective and admitted student bus trips were unfortunately
cancelled this spring, due to COVID-19.
- We have developed an action plan that provides opportunities for admissions advisors
to reach out to community leaders or non-profit organizations in areas of the state
that have a large minority population. Our platform of partners include OneGoal, CACNY,
GearUp, and the College Bound Initiative.
- We have reviewed admissions and enrollment processes by examining the following:
- Compare percentage of EOP applicants to funded EOP seats to inform advocacy efforts.
- Review and continue to offer acceptance to EOP applicants who meet regular admissions
- Continue to review and coordinate transitional programming for first year and transfer
- Aspire to hire more professional staff with multi-lingual capabilities in the areas
of recruitment, enrollment, and advisement to increase the likelihood of being able
to communicate well with parents or guardians who are speakers of other languages.