EXECUTIVE ORDER 11246 AFFIRMATIVE ACTION PLAN (AAP)

For

The Central Office of the City University of New York

New York, New York

Affirmative Action Program

September 1, 2013 – August 31, 2014

PARTS I-V: AAP FOR MINORITIES AND WOMEN

PART VI: AAP FOR COVERED VETERANS AND PERSONS WITH DISABILITIES

Contact:

Kam S. Wong, Esq. Associate Director

Workforce Diversity and Compliance Programs The City University of New York

205 E. 42nd Street, Room 1060 New York, New York 10017

THE CENTRAL OFFICE OF THE CITY UNIVERSITY OF NEW YORK

AFFIRMATIVE ACTION PLAN

TABLE OF CONTENTS I. INTRODUCTION

A. Description of the Central Office of the City University of New York 3-4 B. History 4 C. Mission 5

II. NON-DISCRIMINATION AND AFFIRMATIVE ACTION POLICIES 5

III. DESIGNATION OF RESPONSIBILITY FOR IMPLEMENTATION

A. Executive Vice Chancellor 6 B. Vice Chancellor for the Office of Human Resources Management 6-7 C. Chief Diversity/Affirmative Action Officer 7 D. Supervisory Personnel 8 E. Sexual Harassment Awareness Intake Committee 8-10

IV. RESULTS OF STATISTICAL ANALYSES/AREAS OF CONCERN

A. Workforce Analysis 11 B. Job Group Summary 11 C. Determining Availability 12 D. Utilization Analysis/Comparison of Incumbency to Availability 12 E. Comparison of 2012 Goals to 2013 Utilization Analysis Results 12-14 F. Determining Adverse Impact 14-16

1. Analysis of Personnel Activity Table 2. Analysis of Applicant Data- Recruitment Documentation 3. Impact Ratio Analysis

G. Analysis of Systemic Compensation 16

V. ACTION - ORIENTED PROGRAMS

A. Implementation of Affirmative Action Program 2012-2013 16-18 1. Goal Attainment 2. Initiatives and Activities 3. Dissemination of Non-Discrimination Policy and Programs

B. Response to Fall 2013 Underutilization 18-20 1. Placement Goals for 2013 -2014 2. Employment Practices: Recruitment, Selection and Advancement

C. Internal Audit and Reporting 20

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VI. COVERED VETERANS AND INDIVIDUALS WITH DISABILITIES

A. Review of Personnel Processes 20 B. Review of Physical and Mental Job Qualifications 21 C. Reasonable Accommodation to Physical and Mental Limitations 21-22 D. Harassment Prevention Procedures 22 E. External Dissemination of EEO Policy, Outreach and Positive Recruitment 22 F. Internal Dissemination of EEO Policy, Outreach and Positive Recruitment 23 G. Audit and Reporting System 23-24 H. Responsibility for AAP Implementation 24 I. Training to Ensure AAP Implementation 24-25 J. Compensation 25 K. Invitation to Self-Identify 25

VII. APPENDICES

A. Executive Vice Chancellor’s Annual Re-Affirmation Memorandum 28 B. Utilization Analysis Worksheets 30-59 C. Comparing Incumbency to Availability and Annual Placement Goals 61 D. Progress Report – Historical Underutilization 2009 -2013 63-65 E. Personnel Activity Table/Applicant Data-Recruitment Documentation 67-68 F. Impact Ratio Analysis 70-72 G. Organizational Chart 74 H. VETS-100A Report 76

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I. INTRODUCTION This report is the annual update of the Affirmative Action Plan (AAP) required by federal

regulations for women, federally designated racial/ethnic groups, covered veterans, and persons with disabilities and covers the time periods:

Reporting year: July 1, 2012 – June 30, 2013 and Program year: September 1, 2013 – August 31, 2014 A. DESCRIPTION OF THE UNIVERSITY AND THE CENTRAL OFFICE

The City University of New York (CUNY) is the nation's leading urban public university serving more than 480,000 students at 24 colleges and institutions in New York City. The University's 24 institutions include 11 senior colleges, seven community colleges, the William E. Macaulay Honors College at CUNY, the Graduate School and University Center, the CUNY Graduate School of Journalism, the CUNY School of Law, the CUNY School of Professional Studies, and the CUNY School of Public Health. More than 100 centers and research institutes, located throughout the City’s five boroughs, also are an integral part of the University. CUNY serves a diverse student body and offers a high quality, low-cost education to the city’s residents, especially its poor, its working class and its immigrants. More than 243,000 degree-credit students and 273,000 continuing and professional education students are enrolled at its campuses located in all five boroughs of New York City. Its student body has ancestral ties to about 205 countries. Black, White, and Hispanic undergraduates each comprise more than a quarter of the student body, and Asians more than 15 percent. Approximately 47 percent of undergraduates have a native language other than English, approximately 41 percent work more than 20 hours a week, approximately 63 percent attend school full time, and approximately 15 percent support children. About 60 percent are female and about 29 percent are 25 or older. Of first-time freshmen, approximately 37 percent are born outside the U.S. mainland and approximately 70 percent attended New York City public high schools. CUNY graduates include 12 Nobel laureates, a U.S. Secretary of State, a Supreme Court Justice, several mayors, members of Congress, and state legislators.

The Central Office is the administrative unit of CUNY. The essential function of the Central Office is to provide administrative, academic, logistical, financial, technical and other support and guidance to CUNY’s 24 constituent colleges and institutions. The Central Office consists of a workforce of 1281 employees, 908 of whom are full time employees, located in 14 offices throughout New York City and Albany.1 The headquarters of the Central Office is located at 205 E. 42nd Street, New York, New York 10017. The Central Office consists of CUNY executive and administrative officers heading a workforce in the following areas: Academic Affairs, Student Affairs, University Relations, Legal Affairs, Budget and Finance, Human Resources Management, Labor Relations, Operations, Computing and Information Services, and Facilities Planning, Construction, and Management. The Office of Human Resources Management provides comprehensive programs and services to the Central Office employees as

1 Note that this information is as of June 30, 2013, the controlling time reference for all workforce and utilization analysis discussed in this Affirmation Action Plan.

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well as providing guidance and support to CUNY’s constituent colleges and institutions. The other departments of the Central Office primarily provide support, guidance, and assistance to CUNY’s member colleges and institutions. All Central Office employees ultimately report to the Chancellor of CUNY, who reports to the Board of Trustees. The Affirmative Action Program for the Central Office emanates from the headquarters. Specifically, the CUNY Executive Vice Chancellor, who is also the Chief Operating Officer, is ultimately responsible for overseeing the Central Office’s Affirmative Action Program. He has, however, delegated the oversight responsibility to the Vice Chancellor of the CUNY Office of Human Resources Management. In turn, the Associate Director of Workforce Diversity and Compliance Programs Office has the day-to-day responsibility of ensuring that equal employment opportunities are afforded to all applicants and employees of the Central Office.

B. HISTORY OF CUNY

The City University traces its origins to the founding of the Free Academy in 1847 by Townsend Harris. The Academy’s goal was to educate male graduates of public grammar schools. The Free Academy later became the City College of New York, the oldest institution among the CUNY colleges. In 1914 Hunter College, which had existed as Normal College since 1870, opened its doors. By 1930 Brooklyn College had been established, and in 1937 Queens College began to admit students. The New York State Institute of Applied Arts and Sciences (forerunner of New York City Technical College) admitted its first class in 1947, and in 1955 the College of Staten Island started to admit students. The last four senior colleges established were: John Jay College of Criminal Justice in 1960, York College in 1966, Lehman College in 1968 (formerly the Bronx branch of Hunter College), and Medgar Evers College in 1970. In the decades after 1960, six community colleges joined the effort to meet the academic and career needs of the City’s residents. Most recently, in August 2012, the New Community College opened its doors to students as CUNY’s seventh community college. In 1926, the New York State Legislature created the Board of Higher Education of the City of New York to integrate, coordinate and expand the institutions of higher education in the city. In 1961, Governor Nelson Rockefeller signed the bill that formally created the City University of New York to integrate senior and community colleges and a new graduate school into a coordinated system of higher education for the City. By 1979, the Board of Higher Education had become the Board of Trustees of the City University.

As demand for higher education rapidly grew after World War II, the increased demand for limited college slots had the effect of intensifying the competitiveness of the New York City's system of higher education. In response to demands for greater access, in particular from the City’s underrepresented groups, the Board implemented an admissions policy to assure all high school graduates entrance to the University. Students who are not directly admitted to the senior colleges because they do not meet academic admissions standards may enroll in an associate degree program at one of CUNY’s community colleges and then earn admission to the senior colleges. As stated in the City University of New York’s Master Plan 20012-2016, “CUNY is a leader in defining public education for the 21st-century, whether developing new approaches to student learning, building collaborative research models, or creatively partnering with the city’s communities.”

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C. MISSION OF CUNY

The 1979 New York State Education Law Section 6201 sets forth the mission of The City University of New York. This mission is to provide access to higher education for all who seek it, to “continue to maintain and expand its commitment to academic excellence and to the provision of equal access and opportunity for students, faculty and staff from all ethnic and racial groups and from both sexes.” The University embraces and advances its core values: an insistence on academic rigor, accountability, and assessment coupled with an unwavering commitment to serving students from all backgrounds and supporting a world class faculty. These values undergird the University’s fundamental mission: teaching, research, and service.

II. NON-DISCRIMINATION AND AFFIRMATIVE ACTION POLICIES

It is the policy of the Central Office to recruit, employ, retain, promote, and provide benefits to employees and to admit and provide services for students without regard to race, color, national or ethnic origin, religion, age, sex, sexual orientation, gender identity, marital status, disability, genetic predisposition or carrier status, alienage, citizenship, military or veteran status, or status as victim of domestic violence. Additionally, sexual harassment, a form of sex discrimination, is prohibited under the University’s Policy Against Sexual Harassment. For the complete Policies and Procedures on Equal Opportunity, Non-Discrimination and Against Sexual Harassment and the Affirmative Action Policy, please visit:

HTTP://WWW.CUNY.EDU/ABOUT/ADMINISTRATION/OFFICES/OHRM/POLICIES-PROCEDURES.HTML.

As a part of The City University of New York, a public university system, the Central Office adheres to federal, state, and city laws and regulations regarding non-discrimination and affirmative action including among others, Executive Order 11246, as amended, Titles VI and VII of the Civil Rights Act of 1964, Title IX of the Education Amendments of 1972, Sections 503 and 504 of the Rehabilitation Act of 1973, the Americans with Disabilities Act of 1990, Section 402 of the Vietnam Era Veterans’ Readjustment Assistance Act of 1974, as amended, the Equal Pay Act of 1963, the Age Discrimination in Employment Act of 1967, as amended, the Age Discrimination Act of 1975, the New York State Human Rights Law, and the New York City Human Rights Law. The “protected classes,” covered by Executive Order 11246, include American Indian or Alaska Native, Asian, Black or African American, Hispanic or Latino, Native Hawaiian or Other Pacific Islander, and Women. Updated federal guidelines further expanded these protected classes to include Two or More Races. III. DESIGNATION OF RESPONSIBILITY FOR IMPLEMENTATION To ensure effective implementation of this Affirmative Action Plan, the Central Office has designated specific responsibilities to various personnel. The Executive Vice Chancellor and Chief Operating Office of CUNY, the Vice Chancellor of the CUNY Office of Human Resources Management, the Chief Diversity Officer, and supervisory personnel who exercise authority on behalf of the University (deans, directors, executive officers, administrators, or other

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persons with supervisory responsibility) have undertaken the responsibilities described below.

A. EXECUTIVE VICE CHANCELLOR AND CHIEF OPERATING OFFICER The primary responsibility and accountability for implementing the AAP rests with the Executive Vice Chancellor and Chief Operating Officer, Allan Dobrin. This role includes, but is not limited to, the following duties:

1. Designate appropriate personnel with the responsibility for overseeing, administering, implementing, and monitoring the Central Office's AAP. Ensure that these personnel are identified in writing by name and job title. Specifically, appoint a Chief Diversity Officer, Sexual Harassment Coordinator and Deputy Coordinator, a Sexual Harassment Awareness and Intake Committee, 504/ADA Coordinator, and Title IX Coordinator.

2. Ensure that designated personnel responsible for all AAP components are given the necessary authority, top management support, and staffing to successfully implement their assigned responsibilities.

3. Impart the personal direction that ensures total involvement and commitment to

equal employment opportunity programs including the issuance of an annual re-affirmation supporting affirmative action, diversity, and equal opportunity. (See copy of Executive Vice Chancellor’s Re-Affirmation Memorandum in Appendix A).

4. Ensure that the individuals appointed to handle allegations of discrimination,

including sexual harassment, are fully trained and equipped to carry out their responsibilities.

5. Assure that supervisors receive training on the University’s Policies and Procedures on Equal Opportunity, Non-Discrimination, and Against Sexual Harassment.

6. Ensure submission of an annual report on non-discrimination, which shall include

information on complaints filed within the past year, their resolution, and other relevant information.

7. Ensure that the University’s Policies and Procedures on Equal Opportunity, Non-Discrimination, and Against Sexual Harassment, along with the Chief Diversity Officer’s contact information, are annually disseminated to the Central Office community.

B. VICE CHANCELLOR FOR THE OFFICE OF HUMAN RESOURCES MANAGEMENT

The Executive Vice Chancellor and Chief Operating Officer, Allan Dobrin, has delegated the responsibility for implementing the Central Office’s AAP to Gloriana Waters, Vice Chancellor for the Office of Human Resources Management. In this capacity, Vice Chancellor Waters

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assumes the responsibilities specified above in Section III.A.

C. CHIEF DIVERSITY OFFICER Executive Vice Chancellor Dobrin and Vice Chancellor Waters have designated Kam S. Wong, Esq. to serve as the Chief Diversity Officer, Title IX Coordinator, Sexual Harassment Coordinator, 504/ADA Coordinator, and Associate Director of Workforce Diversity and Compliance Programs. Her office and contact information are as follows:

205 E. 42nd Street, Room 1060 New York, New York 10017 (646) 664-3310 Kam.wong@mail.cuny.edu

The Chief Diversity Officer is responsible, as the Executive Vice Chancellor’s designee, for the following:

1. Providing consultation, investigation, and resolution of all internal complaints of discrimination.

2. Disseminating annually to all employees the University’s Policies and Procedures on

Equal Opportunity, Non-Discrimination, and Against Sexual Harassment and the contact information of the Chief Diversity Officer, Sexual Harassment Coordinator, Sexual Harassment Deputy Coordinator, Title IX Coordinator, and 504/ADA Coordinator.

3. Publicizing these policies widely and ensuring that they are incorporated into the

training curriculum for employees who are involved in investigating discrimination complaints and conducting employment searches.

4. Assuring that supervisors receive orientation on these policies.

5. Reviewing employment policies and procedures to ensure compliance with non-

discrimination and equal opportunity laws and CUNY policies, including assisting with the development of policy statements and guidelines related to EEO/AA.

6. Guiding the recruitment and selection process to ensure equal opportunity in the

hiring of employees, including providing informational presentations to administrative and supervisory personnel and search committees.

7. Guiding managers to ensure that employment decisions are premised on legitimate

business needs, including providing updates on laws, regulations, and policies related to EEO/AA.

8. Conducting data analyses such as utilization analysis and impact ratio analysis for

hires, promotions, transfers, and terminations to identify any problem areas and to

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assist management to formulate effective redress where needed.

9. Developing and implementing an effective AAP for Central Office.

10. Reviewing the AAP to evaluate the effectiveness of the program, determining the degree to which objectives are met, and recommending improvements where neces-sary.

11. Providing training and information to employees, including managers, on the laws

and CUNY policies against discrimination, including sexual harassment.

12. Designing and implementing programs to promote diversity and inclusion in the workplace.

D. SUPERVISORY PERSONNEL

Supervisory personnel exercise authority on behalf of the University. They include deans, directors, executive officers, administrators, or other persons with supervisory responsibility. They must take steps to create a workplace free of discrimination and harassment, and must take each and every complaint seriously. Supervisory personnel are crucial to the success of the AAP. As supervisors, they implement CUNY and Central Office policies, set the tone for what is acceptable behavior, and enforce CUNY and Central Office rules. Consequently, they are integral to the implementation of the AAP. In their direct day to-day contact with employees, these officials help ensure compliance with equal employment programs and implementation of the AAP and help foster an inclusive environment. Their specific responsibilities include:

1. Adhering to CUNY’s equal employment opportunity and affirmative action policies.

2. Supporting and assisting the Executive Vice Chancellor, Vice Chancellor, and Chief Diversity Officer in developing, maintaining, and successfully implementing the AAP.

3. Fostering an inclusive environment within their sphere of influence.

E. SEXUAL HARASSMENT AWARENESS AND INTAKE COMMITTEE

The Sexual Harassment Awareness and Intake Committee is responsible for educating employees about sexual harassment—what it is, how to prevent it, and how to address it if it occurs in the workplace. The Sexual Harassment Awareness and Intake Committee, effective Fall 2013, consists of the following individuals:

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SHAIC Liaison Sonia Pearson Director of Human Resources Management Office of Human Resources Management 205 East 42nd Street, Rm. 1057 New York, New York 10017 (646) 664-3264 SHAIC Members Gianfranco Altieri IT Computer Systems Manager Computing and Information Services 395 Hudson Street, Room 6-242 New York, New York 10014 (646) 313-8858 Frances Correa Human Resources Specialist Office of Human Resources Management 395 Hudson Street New York, New York 10019 (646) 664-3272 Marie Erwin University Assessment Specialist University Applicant Processing Center Kingsborough Community College 2001 Oriental Boulevard, Bldg. T-2 Brooklyn, New York 11235 (718) 934-6000 ext. 70261 Nicholas Frangoulis Campus Security Specialist 555 W. 57th Street New York, NY 10019 (212) 541-0413 Elizabeth Lyngholm Recruitment Coordinator Office of Admissions Services 217 E. 42nd Street, Room 831 New York, New York 10036 (646) 664-3568

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Marlene Ranjitsingh (SHAIC Deputy Coordinator) Operations Manager FPCM-CUNY 555 W. 57th Street New York, NY 10019 (212) 541-0353 Zina Richardson University Director of Career Services & Professional Development Office of Student Affairs 555 West 57th Street, Suite 1401 New York, New York 10019 (646) 664-8784 Catherine Rodriguez Assistant Director of Auditing Internal Audit & Management Services 230 West 41st Street, Rm. 548 New York, New York 10036 (646) 746-4292 Adam Walker Production/Operations Manager CUNY TV—Communications 365 5th Avenue New York, New York 10016 (212) 817-7575 Kam S. Wong (SHAIC Coordinator) Associate Director Workforce Diversity & Compliance Programs 205 East 42nd Street, Rm. 1060 New York, New York 10017 (646) 664-3310 IV. RESULTS OF STATISTICAL ANALYSES/AREAS OF CONCERN

The Central Office monitors each phase of its selection process (i.e., hires, reclassifications, promotions, and terminations) by conducting several statistical analyses. The Chief Diversity Officer takes the following steps: a) compiles and examines information about the placement of incumbents; b) conducts a utilization analysis using data the University Office of Recruitment and Diversity derives to compare incumbency to availability; and c) completes the impact ratio analyses. The data used in the preparation of the Affirmative Action Plan is collected from the CUNYfirst Ethnicity and Gender Report. Only full-time employees with annual appointments (excluding

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substitute and visiting titles) are included in the analyses discussed below.

A. WORKFORCE ANALYSIS The workforce analysis provides an overview of the representation of women and minorities in the Central Office’s organizational units. The analysis identifies the number of employees by gender and race/ethnicity in each job title within the organizational unit as reported on the CUNYfirst Ethnicity and Gender Report run on June 30, 2013. All job titles, including unit supervisor, are listed from the lowest to highest paid within each unit. The Workforce Analysis Report is available, upon request, in the Workforce Diversity and Compliance Office. For the most part, women and minorities are well represented across the job titles in each of the 13 units. However, in 2 units, women and minorities are less represented in the higher job titles. Another unit has fewer females in the higher job titles, while a fourth unit has fewer minorities in the higher job titles. Conversely, one unit has a concentration of women and minorities, while another, with a concentration of women, has fewer minorities in the higher job titles. Such representation in these 6 units is largely due to low turn-over in the workforce coupled with limited hiring, as well as labor-market availability. Over time, with increased hiring opportunities, the workforce composition should be better balanced, especially with increasing diversity in the labor market.

B. JOB GROUP SUMMARY

The Central Office’s full-time employees are grouped into 7 categories using the relevant EEO-6 Codes. These categories are divided into smaller subgroups called affirmative action units (AAUs), based on the duties as well as educational qualifications and skills required for job titles within the job categories. Each AAU has an individual Utilization Analysis Worksheet (UAW), listing the job titles included in the subdivision. The UAW depicts the total group number as well as the numerical and percentage representation of Females, Total Minorities, Blacks, Hispanics and Asians (See Appendix B). Overall Females, Blacks, Hispanics, Asians, and Total Minorities are well represented relative to their availability in the various AAUs. The greatest concentration of underutilization is found in the Administration II AAU with an underutilization of 2 Females and 6 Hispanics, and the Campus Public Safety Sergeant AAU with an underutilization of 1 Female, 6 Blacks, and 1 Asian. See Section D below for a listing of all the AAUs with underutilization. There is representation of Females, Blacks, Hispanics, Asians, and Total Minorities in every AAU except the following: Security Director, which has a total of 6 employees and no Females, Hispanics, or Asians; Administration V, which has a total of 18 employees and no Blacks; Mail/Message Services Worker AAU, which has a total of 11 employees and no Asians; Accountants – Accountant Assistant AAU, which has 8 employees and no Asians; Accountants-Accountant AAU, which has a total of 5 employees and no Hispanics; Campus Peace/Security Officer Level 2, which has 5 employees and no Hispanics or Asians; and Campus Public Safety Sergeant, which has 10 employees and no Blacks or Asians.

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C. DETERMINING AVAILABILITY "Availability" is an estimate of the proportion of each gender and racial/ethnic group available for employment at the Central Office for a given job group in the relevant labor market during the AAP year. Availability indicates the approximate level at which each gender and racial/ethnic group could reasonably be expected to be represented in a job group. In adherence to the federal regulations, the Central Office used recent and discrete statistical information to derive availability figures. Because of the University’s educational requirements, the availability data is calculated according to information about earned degrees conferred for the Executive/Administrative/Managerial group. For this reporting year, the information about degrees is the most recent available data published in 2010. Population surveys (census) are used to calculate availability for the Classified Staff and Professional/Non-Faculty titles. Internal recruitment sources indicated on the CUNY Survey for Selected Titles are used and weighted for titles with promotable and transferrable (feeder) titles. The sources and process to determine the availability data for the two factor analysis is detailed in the Factor/Source Sheet section of the UAW (See Appendix B).

D. UTILIZATION ANALYSIS/COMPARISON OF INCUMBENCY TO AVAILABILITY

The utilization analysis compares the percentages of employees by gender and race/ethnicity with the overall availability data for each AAU. The UAW of each AAU indicates the current utilization of incumbents by gender and race/ethnicity. The analysis disaggregates Blacks, Hispanics, and Asians from Total Minorities to identify the percentage representation of these protected racial/racial groups. American Indian or Alaska Native employees comprise less than two percent of the University workforce and local population, thus are not identified as a discrete group in the analysis, but are included in the Total Minority category. The utilization analysis determines if any disparity between incumbency and availability exists for any of the protected groups. This disparity or underutilization is defined as any AAU in which fewer minorities or women are employed than would reasonably be expected given their availability in the relevant job market. The percentage difference between incumbency and availability is recorded in terms of whole persons, indicating how many women and members of protected racial/ethnic groups are underutilized. A placement goal is set when the underutilization of an AAU is one person or more.

The underutilization of Females, Blacks, Hispanics and Asians displayed in the AAUs is displayed in the chart Comparing Incumbency to Availability and Annual Placement Goals in Appendix C.

E. COMPARISON OF 2012 GOALS TO 2013 UTILIZATION ANALYSIS RESULTS A comparison of the 2012 and 2013 utilization analyses identified changes in the numeric disparity in the AAUs by EEO-6 Categories. The Progress Report - Historical Underutilization

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in Appendix D displays underutilization from 2009 to 2013. The comparison indicates the attainment of 2012 goals by the reduction or elimination of underutilization or identifies lack of progress in achieving placement goals. Within the EEO-6 categories, the difference in underutilization of racial/ethnic groups and women by AAU/job group is:

Executive/Administrative/Managerial

The Administration I AAU changed underutilization from 2012 to 2013 as follows: from 5 to 0

Females; from 0 to 2 Blacks; and from 0 to 1 Hispanic. Underutilization of Asians by 1

continued.

The Administration II AAU changed underutilization from 2012 to 2013 as follows: from 5 to 6

Hispanics and from 2 to 0 Asians. The underutilization of 2 Females continued, with

underutilization of Blacks remaining at 0.

The Security Director AAU underutilization from 2012 to 2013 did not change (1 Female, 1

Black, 1 Hispanic, and 0 Asian), because there was no hiring into that AAU.

The Administration V AAU underutilization from 2012 to 2013 did not change (0 Female, 1

Black, 0 Hispanic, and 0 Asian), because there was no hiring into that AAU.

The Computer Manager AAU continued without any underutilization from 2012 to 2013.

Professional/Non-Faculty

The Administration III AAU continued without any underutilization from 2012 to 2013.

The Computer Specialists AAU continued without any underutilization from 2012 to 2013.

Secretarial/Clerical

The CUNY Office/Secretarial Assistant AAU continued its underutilization of 6 Females from

2012 to 2013. Underutilization of Blacks, Hispanics, and Asians remained at 0.

The CUNY Administrative Assistant AAU continued without any underutilization from 2012 to

2013.

The Mail/Message Services Worker AAU changed underutilization from 2012 to 2013 as

follows: from 4 to 3 Females; and from 0 to 1 Asian. Underutilization for Blacks and Hispanics

remained at 0.

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Technical/Paraprofessional

The Broadcasting/Media Titles AAU continued without any underutilization from 2012 to 2013.

The Accountants – Accountant Assistant AAU maintained the same underutilization from 2012

to 2013--at 1 Asian and 0 Females, Hispanics, and Blacks.

Service/Maintenance

The Campus Public Safety Sergeant AAU continued its underutilization from 2012 to 2013 with

1 Female, 6 Blacks, 0 Hispanics, and 1 Asian.

The Campus Peace Officer Level 2 AAU continued its underutilization of 1 Hispanic—with no

underutilization for Females, Blacks, and Asians--from 2012 to 2013.

F. DETERMINING ADVERSE IMPACT

The Impact Ratio Analysis is based on the information presented in the Personnel Activity Table and Applicant Data Recruitment Documentation. The Impact Ratio Analysis, an evaluation of personnel transactions in each EEO-6 category, determines any disparities or adverse impact in the personnel actions. The personnel action data for minorities and non-minorities and for men and women is examined. The analysis indicates if an employment practice results in a negative consequence more often for members of protected groups than for other employees or applicants. In addition to CUNYfirst reports, a variety of sources provide information for the analysis, including the Offices of Human Resources and Diversity and Compliance. The Impact Ratio Analysis is divided into three areas:

Part One: The Hires Analysis reviews the hiring practices by comparing the number of hires to applicants;

Part Two: The Promotion Analysis examines the promotion, upgrades/re-classification and transfers by comparing the number of promoted employees to incumbents; Part Three: The Termination Analysis calculates the attrition rate by comparing the number of terminations to incumbents.

The actions completed during the previous 12 months are summarized in the following documents:

1. Analysis of Personnel Activity Table

a. New Hires The Central Office hired 94 new full time employees, including 55 women and 61 minorities. b. Promotions/Upgrades

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The Central Office provided upgrades to 14 employees, including 11 women and 6 minorities.

c. Terminations/Separations The number of employees separated from the workforce was 50, including 26 women and 28 minorities. d. Transfers The number of employees transferred from the workforce was 2, including 1 woman and 2 minorities.

2. Analysis of Applicant Data-Recruitment Documentation Executive/Administrative/Managerial: There were 728 applicants (387 women, 389 minorities) for 37 positions. The Central Office interviewed 191 applicants (103 women, 92 minorities) and made offers to 42 candidates (26 women, 15 minorities). Professional/Non-Faculty: There were 3335 applicants (1660 women, 2447 minorities) for the 44 positions. The Central Office interviewed 196 applicants (118 women, 144 minorities) and made offers to 58 applicants (33 women, 46 minorities). Included in these 39 appointments were 6 transfers from a CUNY campus. The civil service titles are classified in the Secretarial/Clerical, Technical/Paraprofessional, Skilled Trades and Service Maintenance EE0-6 categories. An appointment to a classified title occurs when someone is selected from a civil service list that is in effect for the title in accordance with civil service regulations. If there is no civil service list, a vacant position can be filled provisionally until a civil service exam is held and a list established. Civil service employees can also transfer between CUNY campuses if their name is on a transfer list. There were 8 appointments, including 1 transfer, to the Secretarial/Clerical job category. There were 598 applicants (413 women, 534 minorities); 19 were interviewed (13 women, 15 minorities); and 8 were offered positions (7 women, 5 minorities). There were 4 appointments to the Technical/Paraprofessional job category. There were 113 applicants (49 women, 73 minorities); 13 were interviewed (6 women, 10 minorities); and 4 were offered positions (1 woman, 4 minorities). There was 1 appointment to the Service/Maintenance job category. There was 1 applicant (0 woman, 1 minority); 1 was interviewed (0 woman, 1 minority); and 1 was offered the position (0 woman, 1 minority). See Appendix E for Personnel Activity Table/Applicant Data-Recruitment Documentation.

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3. Impact Ratio Analysis The Impact Ration Analysis indicated no adverse impact in hiring, promotions or upgrades, transfers, or terminations by gender or race/ethnicity. See Appendix F for the Impact Ratio Analysis.

G. ANALYSIS OF SYSTEMIC COMPENSATION

The University’s Office of Recruitment and Diversity will compare the mean salaries for men versus women and whites versus minorities. The analysis will identify differences in salary by amount (dollars) and percentages; any differences greater than 5% will be examined in greater detail. V. ACTION-ORIENTED PROGRAMS

The Action-Oriented Programs designed to address the underutilization of women and minorities and any adverse impact of the employment practices are discussed below. These Programs were implemented throughout the AAP Program Year. The Central Office tailored its action-oriented programs to ensure these initiatives are specific to the issues identified.

A. IMPLEMENTATION OF ACTION PROGRAM 2012 -2013 The results-oriented activities to address underutilization during the past year (2012- 2013) include:

1. Goal Attainment 2012-13: Addressing Underutilization The Central Office hired 94 employees into full time positions between July 1, 2012 and June 20, 2013, as indicated in the Personnel Activity Table. The impact of these appointments is discussed above in the section Comparison of the 2012 and 2013 Underutilization, Section IV.E., which identifies the extent to which disparities between incumbency and availability in the AAUs were eliminated, reduced, or unchanged.

2. Initiatives and Activities

Approximately 50 courses were offered through CUNY’s Professional Development and Learning Management Office to foster the professional growth and advancement of Central Office employees. The following provides a sampling and range of the courses that were offered to address the different developmental needs of the staff:

1) Maximizing Your Role on Your Team course; 2) Delegation and Time Management course; 3) Engaging Employees through Appreciative Coaching course; 4) Fundamentals of Supervision course; 5) Giving Effective Ongoing Feedback course; 6) Understanding and Managing Organizational Change course;

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7) Stressmakers and Stressbreakers course; 8) Time Management Strategies course; 9) Mind Tools for Memory course; 10) Business Writing: Clarity Through Critical Thinking course; 11) Essentials for Successful Project Management course; 12) Excel Levels 1 & 2 courses; 13) The Situational Leadership II Workshop course; 14) Effective Office Management for Today’s Workplace course; 15) Effective Telephone Skills course; 16) Managing Multiple Priorities course; 17) PC Essentials course; 18) Emotional Intelligence: The Key to Effective Leadership course; 19) Managerial Power Tools course.

Among the programs offered by the Central Office to promote diversity, foster inclusion, and maximize retention were the following:

1) Non-discrimination and anti-sexual harassment trainings by the Chief Diversity Officer at various Central Office locations;

2) Preventing Sexual Harassment online training course; 3) Respectful Workplaces: Preventing Sexual Harassment course; 4) Sexual Harassment Prevention: Policy and Procedures course for SHAIC members and

supervisors; 5) Sexual Harassment Prevention: Complaint Intake course for SHAIC members; 6) Sexual Harassment Prevention: Managing Intake Communications course for SHAIC

members; 7) Sexual Harassment Prevention: Informal Resolution: Conciliation course for SHAIC

members; 8) Achieving Cross-Cultural Appreciation course; 9) Working with Generations X,Y, Z course; 10) Successful Workplace Communications course; 11) “People Smart” Strategies for Positive Relationship course; 12) Creating Workplace Civility course ; 13) Compassionate Listening: The Under-Utilized Tool course; 14) Respectful Communication: Taking Responsibility course; 15) Communication Essentials for Resolving Conflict course; 16) Dealing with Difficult People course; 17) Attitude is Everything course; 18) Team Building course; 19) Attitudes at Work: Fostering Resilience and Optimism course; 20) Building Positive Workplace Relationships course; 21) Summer Beach Bash; 22) Employee Health Fair; 23) Diversity Projects Development Fund; and 24) Employee appreciation events, such as a winter party hosted by the Chancellor.

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In addition to providing trainings, the Chief Diversity Officer organized the ORD Speaker Series, where CUNY professors shared their insights and research on diverse topics. The talks covered topics such as “LGBTQ Culture and CUNY” and “Micro-aggressions in the Workplace and Everyday Life.” These events fostered awareness about, and enabled employees to engage in discussions of, diversity and inclusion.

3. Dissemination of Non-Discrimination Policy and Program

The non-discrimination policy was, and continues to be, available on the Central Office Human Resources’s website and, along with the AAP, in the Office of Workforce Diversity and Compliance. Additionally, in September 2012, Executive Vice Chancellor Dobrin communicated, electronically via Staff-L, to all Central Office employees, his reaffirmation of CUNY’s and his commitment to diversity and equal opportunity in all aspects of employment practices. This communication again reminded employees of CUNY’s non-discrimination policy and provided an electronic link to the policy itself.

B. RESPONSE TO 2013 UNDERUTILIZATION

The Central Office has established a placement goal whenever minority or female representation within an AAU was less than would reasonably be expected given the availability data. Corrective actions were developed only when the underutilization equaled at least one whole person.

1. Placement Goals for 2013-14

Placement goals to address female and minority underutilization are established by AAU equal to the current availability data for the job group. As the UAWs display, the utilization analysis disaggregates the groups within total minorities to identify underutilization of protected ethnic/racial classes. The Central Office establishes placement goals for women, total minority and each racial/ethnic group that is underutilized. The goals match the availability data and are displayed in the chart Comparing Incumbency to Availability and Annual Placement Goals (Appendix C). Placement goals help guide recruitment activities, and the Central Office will continue to engage in good faith efforts to recruit a broad and inclusive pool of qualified applicants. The following AAUs have placement goals: 1) Administration I AAU with placement goals for Total Minorities, Blacks, Hispanics, and Asians; 2) Administration II AAU with placement goals for women and Hispanics; 3) Security Director AAU with placement goals for women, Total Minorities, Blacks, and Hispanics; 4) Administration V AAU with a placement goal for Blacks; 5) Administration III AAU with a placement goal for women; 6) CUNY Office/Secretarial Assistant AAU with a placement goal for women; 7) Mail/Message Services Worker AAU with placement goals for women and Asians; 8) Accountants-Accountant Assistant AAU with a placement goal for Asians; 9) Accountants-Accountant AAU with a placement goal for Hispanics; 10) Campus Public Safety Sergeant AAU with placement goals for women, Total Minorities, Blacks, and Asians; and 11) Campus Peace/Security Officer Level 2 AAU with a placement goal for Hispanics. To the extent there will be hiring for these AAUs in 2013-2014, good faith efforts will be exercised to strengthen and broaden recruitment efforts to include the

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underutilized groups at issue.

2. Employment Practices: Recruitment, Selection, and Advancement

The placement goals to eliminate underutilization will be achieved through advertising and recruiting efforts that broaden the applicant pool and other results oriented campus initiatives. The Central Office’s employment practices conform to the bylaws of the Board of Trustees of the City University of New York, applicable collective bargaining agreements, and federal, state, and local laws and regulations. The Central Office’s workforce is divided into a) the Instructional Staff, consisting of teaching and non-teaching employees; and b) the Classified Staff, whose employment is governed by the Rules and Regulations of the CUNY Classified Civil Service. A three member independent Civil Service Commission, appointed by the Board of Trustees, helps to ensure compliance with affirmative action and equal employment policies. As part of the University’s affirmative action program, procedures for the recruitment and appointment of members of the instructional staff have been developed. The Central Office posts vacancies as prescribed by CUNY policies to ensure equal employment opportunities. The recruitment, selection, and advancement processes for the members of the Instructional Staff comply with CUNY’s policies and procedures. Non-teaching instructional staff vacancies are typically posted for 30 days.

The PSC/CUNY Collective Bargaining Agreement expressly forbids promotions in the HEO series. There are promotional examinations offered to employees in select civil service titles. The Central Office has developed search and screening guidelines for personnel involved in the recruiting and hiring process. The Diversity and Compliance and Human Resources Offices monitor the recruitment and selection practices of all employees. Specifically, the Chief Diversity Officer is responsible for ensuring that the following initiatives are undertaken or continue to be implemented:

1. Broadening recruitment efforts to reduce or eliminate underutilization. 2. Charging search committees to familiarize them with recruitment and selection

protocol.

3. Attending joint meetings between Chief Diversity Officers and the University Affirmative Action Committee (UAAC) to discuss issues of concern.

4. Attending informational sessions and training provided at monthly meetings of the

Council of Chief Diversity Officers (CCDO).

5. Demonstrating compliance with University policy and procedures during UAAC site visits.

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6. Encouraging employees to participate in University-sponsored professional

development programs.

7. Ensuring that all interviews, offers of employment, and wage commitments are consistent with University policy.

8. Providing guidance and training to ensure equal opportunity in all employment

decisions.

9. Addressing any complaint of inequity in any employment action.

10. Evaluating employment decisions to ensure freedom from unlawful bias. C. INTERNAL AUDIT AND REPORTING The internal audit and reporting system is used as the basis for evaluating results-oriented programs and affirmative action efforts. The records are maintained in the CUNYfirst system to provide information for updating the AAP. The Executive Vice Chancellor has designated responsibility for implementing the audit and reporting system of the AAP to the Chief Diversity Officer who will:

1. Monitor the records of personnel activities, including new hires, transfers, promotions, and terminations.

2. Review personnel activities and the AAP with senior level officers.

3. Advise senior management of program effectiveness and provide

recommendations to address areas of concern. VI. COVERED VETERANS AND INDIVIDUALS WITH DISABILITIES A. REVIEW OF PERSONNEL PROCESSES To ensure that all personnel activities are conducted in a job-related manner that provides and promotes equal employment opportunity for all known covered veterans and employees and applicants with disabilities, reviews are periodically made of the Central Office’s examination and selection methods to identify barriers to employment, training, and promotion and to ensure that all personnel activities are conducted in a manner which provides and promotes equal opportunity. The Central Office ensures that its personnel processes do not stereotype individuals with disabilities or veterans or otherwise limits their access to jobs for which they are qualified, and that they are featured in Central Office publications where applicable.

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B. REVIEW OF PHYSICAL AND MENTAL JOB QUALIFICATIONS

To ensure that all physical and mental qualifications and requirements are job-related and consistent with business necessity and promote equal employment opportunity for all covered veteran and employees and applicants with disabilities, reviews are periodically made of the Central Office’s physical and mental qualifications and requirements as they relate to employment, training, and promotion. Schedule for Review: Any previously reviewed classification of positions will be reviewed again if there is a change in working conditions which affects the job's physical or mental requirements (e.g. new requirements or equipment.) As new job qualifications are established, the Central Office will review the physical and mental job qualification to ensure that the qualifications do not screen out or tend to screen out qualified disabled individuals or protected veterans, and that the qualifications are job related and consistent with business necessity and the safe performance of the job. To the extent that physical or mental job qualification requirements screen out or tend to screen out qualified disabled individuals or protected veterans in the selection of current employees or applicants for employment or other changes in employment status such as promotion or training, the Central Office assures that the requirements are related to the specific job(s) for which the individual is being considered. Both the Human Resources and Diversity and Compliance Offices review job descriptions for vacant positions. Moreover, the University’s Office of Human Relations Management conducts periodic analyses of the description of positions for which recruitment will be undertaken. This review compares the position vacancy notice with the established criteria. Any disparity with the essential functions of the job and the qualifications are brought to the attention of the Central Office’s Office of Human Resources.

C. REASONABLE ACCOMMODATION TO PHYSICAL AND MENTAL LIMITATIONS

The Central Office provides reasonable accommodations to physical and mental limitations of applicants and employees with disabilities or disabled veterans. The Central Office makes reasonable accommodations under this condition to those individuals who have requested a reasonable accommodation. Under the University’s Reasonable Accommodation Policy, the Human Resources Director is responsible for making arrangements to provide reasonable accommodations to applicants for employment, current employees, and visitors. Anyone may request an accommodation by contacting the Human Resources Office. To formally request an accommodation, individuals with disabilities should contact: Sonia Pearson Director of Human Resources Management Office of Human Resources Management 205 East 42nd Street, Rm. 1057 New York, New York 10017

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(646) 664-3264 Sonia.pearson@mail.cuny.edu Procedures for requesting an accommodation are detailed in the Disability Accommodation Procedure, available at: http://www.cuny.edu/about/administration/offices/ohrm/policies-procedures/reasonable-accommodation.html. The Central Office also accommodates employees who serve in the armed forces with its liberal military leave policy, which includes granting leaves of absence to employees who participate as honor guards at a veteran’s funeral.

D. HARASSMENT PREVENTION PROCEDURES

The University has developed procedures to ensure that individuals with disabilities or veterans are not harassed. See II. Non-Discrimination and Affirmative Action Policies. As specified in the University policy, the 504/ADA Coordinator and Chief Diversity Officer, Kam S. Wong, Esq., is responsible for coordinating efforts to ensure access and non-discrimination for individuals with disabilities. To file a complaint, individuals should contact the 504/ADA Coordinator Kam S. Wong, Esq. E. EXTERNAL DISSEMINATION OF EEO POLICY, OUTREACH AND POSITIVE RECRUITMENT Efforts to disseminate the Non-Discrimination Policy and conduct outreach and positive recruitment include the following:

1. Publishing CUNY’s commitment to non-discrimination in the New York Times.

2. Initiating and maintaining communication with organizations having special interests in the recruitment of, and job accommodations for, disabled veterans, other veterans, and individuals with disabilities.

3. Including workers with disabilities when employees are pictured in educational, promotional, or job advertisements.

4. Disseminating information concerning employment opportunities to media that reach

disabled veterans, other veterans, and individuals with disabilities. 5. Informing recruiting sources of the Affirmative Action policy for disabled veterans,

other veterans, and individuals with disabilities. 6. Advertising job openings with a variety of external resources that include disabled

veterans, other veterans, and individuals with disabilities. 8. Participating in programs that employ veterans and individuals with disabilities

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F. INTERNAL DISSEMINATION OF EEO POLICY, OUTREACH AND POSITIVE RECRUITMENT To foster positive support for the affirmative action program for covered veterans and individuals with disabilities, the Central Office will continue to implement the following internal dissemination of its policy and procedures:

1. Including the Non-Discrimination Policy and Disability Accommodation Procedure in the Central Office’s package of policies and procedures that is given to each new employee.

2. Posting the Non-Discrimination Policy and Disability Accommodation Procedure on the Central Office Human Resources’ website, available to all Central Office employees.

3. Conducting special meetings with senior staff and other supervisory personnel to

explain the non-discrimination policy and individual responsibility for effective implementation.

4. Scheduling training sessions for employees involved in recruitment, selection, and promotion.

5. Discussing the non-discrimination policies in employee orientation and management training programs.

6. Including non-discrimination clauses in all union agreements, and reviewing all contractual provisions to ensure that they are not discriminatory.

7. Featuring persons with disabilities in applicable publications for employees. G. AUDIT AND REPORTING SYSTEM The 504/ADA Coordinator is responsible for the Central Office’s audit and reporting system that addresses the following: 1. Measures the effectiveness of the Central Office’s overall Affirmative Action

Program and whether the Central Office is in compliance with specific obligations. 2. Indicates the need for remedial action where applicable. 3. Measures the degree to which the Central Office’s objectives are being met. 4. Determines whether there are any undue hurdles for individuals with disabilities and

veterans related to educational, training, recreational, and social activities that are sponsored by the Central Office.

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In addition, the 504/ADA Coordinator works with the UACD if audits uncover issues. The 504/ADA Coordinators also receive regular guidance concerning reporting systems at the monthly CCDO meetings and the periodic 504/ADA Coordinators meeting. H. RESPONSIBILITY FOR AAP IMPLEMENTATION As part of its efforts to ensure equal employment opportunity to disabled veterans, other veterans, and individuals with disabilities, the Central Office has designated specific responsibilities to various staff. 1. Executive Vice Chancellor and Chief Operating Officer The Executive Vice Chancellor and Chief Operating Officer is responsible for the implementation of the AAP and appoints the 504/ADA Coordinator to oversee such implementation and compliance.

2. 504/ADA Coordinator The Executive Vice Chancellor assigned the duties of the 504/ADA Coordinator to Kam S. Wong, Esq. The responsibilities of the 504/ADA Coordinator include:

Monitoring the Central Office for 504/ADA compliance. Resolving issues before they become potential grievances. Making and informing applicants of the final decision regarding disputed

accommodations. Collecting and maintaining information on the number of accommodations requested and

provided. Ensuring pertinent records are stored securely and protected from damage or loss. Ensuring medical documentation is kept confidential, used to evaluate accommodation

requests, and shared only on a need- to- know basis. Providing training, if appropriate, to those who interact with individuals with disabilities.

3. Central Office Supervisory Personnel In their direct day-to-day contact with Central Office employees, supervisory personnel assume certain responsibilities to help the Central Office comply with disability regulations, including working with the Office of Human Resources to identify reasonable accommodations I. TRAINING TO ENSURE AA IMPLEMENTATION Employees involved with the recruitment, selection, promotion, discipline, and other terms, conditions or privileges of employment, such as training, of individuals with disabilities or veterans are acquainted with the Central Office’s Affirmative Action Program. Additionally, the University Office of Recruitment and Diversity and Office of Professional Development and Learning Management provide training opportunities to help employees maximize their personal and workplace effectiveness, including diversity training.

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The Central Office also provides opportunities for employees to attend pertinent conferences to enhance their knowledge of disability issues. J. COMPENSATION When offering employment or promotion to individuals covered by VI. - Covered Veterans and Persons with Disabilities, the amount of compensation offered is not reduced because of any disability income, pension or other benefit that the applicant or employee receives from another source. K. INVITATION TO SELF-IDENTIFY Veterans applying for classified positions may self-identify pre-employment, in order to receive a Veteran’s Credit. Individuals with disabilities applying may self-identify when requesting reasonable accommodations. For all other positions, veterans and individuals with disabilities have an opportunity to self-identify once hired.

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