alternative diversity proposal
the chancellor's alleged "diversity proposal" blows in a big big way. it has some actual diversity proposals in the academic affairs section, but none in the student affairs section, where it rejects all of the diversity commission's recommendations, and instead proposes a significant weakening of student government and strengthening of vice chancellor gargano, a dim-witted troglodyte who despises diversity almost as much as he despises students.
eddie bustamante and i, with help from mishy leiblum and others from take back umass, wrote up an alternative proposal. it is presented here:
UMass Community Action Plan
A Proposed Implementation of the Diversity Commission’s Recommendations
Preamble
The Commission on Campus Diversity presented its report “Diversity and Inclusion at UMass Amherst: A Blueprint for Change” to Chancellor Lombardi on March 1, 2005. This was to be followed by a proposal by Chancellor Lombardi as to how to implement the report. After the chancellor’s explicit promise to implement all of the Commission’s recommendations within budgetary constraints. Yet on March 12th, 2005 the Chancellor issued a proposed "action plan" that consists of a patchwork of agendas, few of which are concerned with diversity. His proposal is inconsistent with the majority of the Commission’s recommendations, and it rejects the Commission’s main recommendation, as well as all of its recommendations concerned with student affairs.
After the release of the Diversity Commissions' report, the task of pushing forward the diversity agenda has fallen – as usual – to students and other concerned community members.
This alternative proposal was drafted by the two student members of the Commission on Campus Diversity, and it draws on the suggestions and feedback offered by many different members of the campus community. In addition, this proposal draws on the historical diversity demands found in the Living Document (1997) and in the university’s mission statement.
We realize that to support all forms of diversity at UMass will require more than the “review, modification, and adjustment” of the University’s “programs and approach to supporting minority students on our campus.” In addition, we recognize that it will require an analysis of the forces that have led to increased racial tensions and feelings of disenfranchisement on campus. Such an analysis cannot be addressed by a single document or a single commission. Rather, it requires the sustained engagement of the campus community. The Commission on Campus Diversity was one piece of this effort. This report suggests improvements to the campus which will facilitate this ongoing engagement, by improving the campus climate, revitaling existing structures that support diversity, and creating new such structures.
In formulating our proposals, we have done our best to respect the voices of those who use the cultural centers, support services and agencies that promote diversity, social justice and the University's mission, as well as the staff of these offices, who have done a commendable job, despite dwindling resources in recent years.
Guidelines:
The guidelines for our proposal are the following:
1. It is a proposal to promote the closely related values of diversity, social justice, and the University’s mission of providing a high-quality education to all citizens of the Commonwealth. As such, it is written in the spirit of the Diversity Commission’s emphasis on diversity and inclusion.
2. It aims to be consistent with the recommendations of the Commission on Campus Diversity, and it is based on them.
3. The funds necessary for implementing the proposal will not be generated in a way that is likely to promote division in the campus community and generate hostility towards diversity initiatives. Accordingly, it does not propose a tax on general operations. Funding would come from the capital fund and from increased University revenues.
4. The proposal is presented in the spirit of respect for all sections of the campus community.
5. The proposal incorporates the parts of the chancellor’s proposal that we believe will improve diversity.
I. Actions
1. Campus Climate:
Commission’s recommendation 1a: “first and foremost, senior administrators, deans and leaders at all levels must possess a particular leadership style that sends a clear message that the concepts of diversity and inclusion are core values for the entire campus community. Administrators at all levels must be respectful of and responsive to the diverse populations on the Amherst campus. Student voices must be valued and the integrity of student government and its agencies respected as the campus pursues diversity and inclusion goals.”
Commission recommendation 1b: “The Commission believes that the University Police Department should report to the Vice Chancellor for Administration and Finance.”
Proposal 1a: The campus will propose a change to the University's mission statement. The University's new mission statement should note a commitment to anti-racism, equal opportunity, and social justice.
Proposal 1b: The University will enact a policy that states that support for diversity, social justice and the University’s mission are core criteria in selecting among candidates for administrative positions.
Proposal 1c: The University will produce a written document stating that it will allow the Student Goverment Association and the Graduate Student Senate to allocate their budgets as they see fit, as long as the allocations are legal and not in violation of Board of Trustees policy or student government policy. The University and the student governments will agree on an arbitrator who will resolve disputes, based on the principles of self-government articulated in the Wellman Document.
Proposal 1d: Change reporting lines so that the University Police report to the Vice Chancellor for Administration and Finance.
2. Coordination of Diversity Matters:
Commission recommendation 2a: “The Commission recommends that a senior level administrator be appointed to oversee and coordinate the implementation of initiatives relating to diversity and inclusion on the Amherst campus.”
Proposal 2a: We propose that the University create an Office of Diversity, Social Justice and University Mission, and create the position of Vice Chancellor for Diversity, Social Justice and University Mission to be in charge of this office. The vice chancellor’s responsibilities should include reviewing and coordinating diversity, social justice and university mission activities on campus; developing appropriate programs and plans, collaboratively where appropriate, including incentive and reward systems for individuals and units who initiate special efforts to advance these values; fundraising for initiatives such as “pipeline” programs that reach out to high schools and community colleges with the goal of increasing the enrollment of undergraduate students of color on campus, particularly those from lower-income backgrounds; advocating for diversity, social justice and the university mission campus-wide; and making an annual report to the chancellor and the campus on progress towards achieving these goals. The appointment of this vice chancellor should not substitute for the expectation that all other individuals on campus practice and promote these values; rather, it should reinforce this expectation. The university should commit to a minimal annual budget of $2 million to support the office’s operations, the vice chancellor’s salary, and the incentive/rewards programs.
Proposal 2b: The University should establish an advisory council for the Office of Diversity, Social Justice and University Mission. The council should consist of three undergraduate students appointed by the SGA; three graduate students appointed by the GSS; three faculty members appointed by the Faculty Senate; three administrators appointed by the chancellor; two representatives from the town of Amherst, appointed by Amherst Town Meeting; and one representative each from each of the campus’s unions.
Logic: The values of diversity and social justice, and the University mission of providing a quality affordable education to citizens of the Commonwealth, are considered core values by most segments of the University community, but not always at the top levels of the administration. Consequently, there is a need to create an office to ensure the accountability of the administration to those who hold these values, as well as to promote these values at all levels. The creation of this position will bring the priorities and accountability for diversity closer to the Chancellor. There must be a position with the sole charge to monitor and report the successful implementation of the diversity initiative.
3. Enrollment management:
Commission recommendation 3a: “The Amherst campus must develop a clear strategy for enrollment management and must appoint a highly qualified administrative official to coordinate such an effort.”
Commission recommendation 3b: “The Office of Admissions is better suited for placement under the aegis of the Provost than under the Vice Chancellor for Student Affairs”
Commission recommendation 3d: “In the enrollment management plan, it is critical to the UMass Amherst mission that Commonwealth students who achieve against the odds are given the opportunity to attend the flagship campus.”
Commission recommendation 3e: “Encourage the Commonwealth College (Honors College) to increase minority enrollments, including definitions of academic excellence and potential that look beyond such traditional measures as grade point averages and SAT scores.”
Proposal 3a: The Amherst campus will hire a highly qualified administrative official to coordinate an enrollment management plan that emphasizes diversity, inclusion and social justice.
Proposal 3b: Restructure reporting lines so that the Admissions Office reports to the Provost.
Proposal 3c: The University will develop a plan for admissions that will deemphasize standardized test scores and weighted GPA. The Vice Chancellor for Diversity, Social Justice and University mission will also develop a plan for outreach to ALANA and low-income communities.
Proposal 3d: Implement section Ic of Chancellor Lombardi’s draft action plan.
5. Support Programs
Commission recommendation 5a: “UMass Amherst must act decisively to allay the fears of extinction and confusion within the ALANA community as to the worth of the ALANA support services... The administration should find a way, through some possible shift in funding, to signal its support and appreciation of the work that is being done."
Proposal 5a: The University will restore the staff and budget of the ALANA support programs (CCEBS, UALRC, BCP, NASS), the Every Woman’s Center and the Stonewall Center to their 2001 levels. The more than 50% decline in budget for these offices (from $276,000 in 2000 to $126,000 in 2004) will be reversed. Restore pre-major advising for ALANA students to the ALANA support programs.
6. Establish Goals Regarding Diversity
Commission recommendation 6a: “UMass Amherst should establish faculty diversity goals for both junior and senior faculty within each academic unit and within specified timelines.”
Commission recommendation 7a: “In collaboration with the Provost, college and school deans should be required to set annual minority enrollment, retention and graduation targets, held accountable for achieving them, and rewarded for their successes.”
Proposal 6a: Implement section II of the Chancellor’s proposal.
7. Assessment of Progress
Commission recommendation 8a: “Clear benchmarks must be established against which the Amherst campus can measure its progress in diversity and inclusion. A body similar to the Commission on Campus Diversity should be convened in 12 to 18 months to review progress of efforts on the Amherst campus to enhance diversity and inclusion.”
Proposal 7a: The University will set the benchmark that the undergraduate population will reflect the demographic composition of students in the Commonwealth graduating high school, by race, gender, and geographical area.
Proposal 7b: The University will set the benchmark that the graduate student and faculty population will reflect the demographic composition of the Commonwealth’s adult population by race and gender.
Proposal 7c: The Commission on Campus Diversity will be invited to reconvene in 12 months to assess progress towards the implementation of its recommendations. Subsequently, a body similar to the commission will be convened annually to review progress.
8. Faculty Development
Commission recommendation 9a: “The UMass Amherst campus should organize and offer increased opportunities for faculty, staff and administrators to acquire understandings and competencies required to meet the unique issues and needs often faced by students (and faculty and staff) of color on predominately white campuses. Such an effort should be conducted by professionally qualified experts.”
Proposal 8a: Implement Section III of Chancellor Lombardi’s action plan.
9. General Education
Commission recommendation 10a-d: “The UMass Amherst administration should support the development of more General Education Diversity courses that focus on issues of difference, culture, power and privilege.”
Proposal 9a: Implement Section IV of Chancellor Lombardi’s recommendation.
10. Additional recommendations:
Commission Recommendation (Executive Summary): “The college advisors should liaise with the support programs…It is the expectation of the Commission that there be timely issuance of reports from academic units to the support programs to aid their retention efforts, as appropriate and determined in consultation with academic units.”
Commission Recommendation (Executive Summary): “Reduction of Funds in ESL area…should be reviewed with an eye towards reinvestment.”
Commission Recommendation (Executive Summary): “The Presence of other ‘‘isms’ beyond racism that, while beyond the charge to the Commission, deserve attention from the Amherst Campus (e.g. issues revolving around such matters as socioeconomic class, disability, language preference, sexual orientation, etc.)."
Proposal 10a: The University will maintain full funding for the affordable-flexible childcare classroom's voucher program at University Child Care. The University should restore the subsidy it provided to the full-day classrooms at UCC before 2001, so that the center can maintain its high quality and restore affordability. Affordable childcare is a key asset for the University in the recruitment of diverse faculty, students and staff.
Proposal 10b: The University will present a plan to substantially increase need-based financial aid by August of 2005.
Proposal 10c: The University will establish three liaison pre-major advisors to liaise with each of the four ALANA Support Programs. As well as, liaisons with the four support programs in each school/college.
Proposal 10d: The University will allow the four ALANA Support Programs access to member students’ mid-semester academic progress reports on SPIRE.
Proposal 10e: The University will plan and implement an ESL program for students that are motivated and capable but need to overcome the language barrier.
Proposal 10f: The campus will present a plan to make campus buildings accessible to individuals in wheelchairs, and to those who suffer from other disabilities that impede physical access.
Proposal 10g: The campus will convert one bathroom in each building to become a gender-neutral bathroom.
Proposal 10h: The University will end all practices that discriminate against international students, except where required by law. This includes, but is not limited to, higher rates for application fees and ineligibility for health insurance waivers. The University will pledge to not introduce new discriminatory practices.
Proposal 10i: The University will expand its bus system so that there are frequent (at least once an hour during the daytime) buses connecting the campus to Springfield, Holyoke and Greenfield. This system can be phased in, in tandem with the anticipated increase in enrollment from students who live in these population centers.
II. Funding
The Amherst campus’s financial master plan projects steadily increasing revenues for the Amherst campus. Funding for the proposals will come in part from these increases, and in part from the capital campaign.
Appendix A
The extent to which the UMass Community Action Plan is consistent with the Diversity Commission’s report "A Blueprint for Change" vs. the extent to which Lombardi’s diversity proposal is consistent with "A Blueprint for Change"
Lombardi’s Action Plan:
# of Diversity Commission's Recommendations Accepted: 13
# of Diversity Commission's Recommendations Rejected: 14
UMass Community Action Plan:
# of Diversity Commission's Recommendations Accepted: 27
# of Diversity Commission's Recommendations Rejected: 0
eddie bustamante and i, with help from mishy leiblum and others from take back umass, wrote up an alternative proposal. it is presented here:
UMass Community Action Plan
A Proposed Implementation of the Diversity Commission’s Recommendations
Preamble
The Commission on Campus Diversity presented its report “Diversity and Inclusion at UMass Amherst: A Blueprint for Change” to Chancellor Lombardi on March 1, 2005. This was to be followed by a proposal by Chancellor Lombardi as to how to implement the report. After the chancellor’s explicit promise to implement all of the Commission’s recommendations within budgetary constraints. Yet on March 12th, 2005 the Chancellor issued a proposed "action plan" that consists of a patchwork of agendas, few of which are concerned with diversity. His proposal is inconsistent with the majority of the Commission’s recommendations, and it rejects the Commission’s main recommendation, as well as all of its recommendations concerned with student affairs.
After the release of the Diversity Commissions' report, the task of pushing forward the diversity agenda has fallen – as usual – to students and other concerned community members.
This alternative proposal was drafted by the two student members of the Commission on Campus Diversity, and it draws on the suggestions and feedback offered by many different members of the campus community. In addition, this proposal draws on the historical diversity demands found in the Living Document (1997) and in the university’s mission statement.
We realize that to support all forms of diversity at UMass will require more than the “review, modification, and adjustment” of the University’s “programs and approach to supporting minority students on our campus.” In addition, we recognize that it will require an analysis of the forces that have led to increased racial tensions and feelings of disenfranchisement on campus. Such an analysis cannot be addressed by a single document or a single commission. Rather, it requires the sustained engagement of the campus community. The Commission on Campus Diversity was one piece of this effort. This report suggests improvements to the campus which will facilitate this ongoing engagement, by improving the campus climate, revitaling existing structures that support diversity, and creating new such structures.
In formulating our proposals, we have done our best to respect the voices of those who use the cultural centers, support services and agencies that promote diversity, social justice and the University's mission, as well as the staff of these offices, who have done a commendable job, despite dwindling resources in recent years.
Guidelines:
The guidelines for our proposal are the following:
1. It is a proposal to promote the closely related values of diversity, social justice, and the University’s mission of providing a high-quality education to all citizens of the Commonwealth. As such, it is written in the spirit of the Diversity Commission’s emphasis on diversity and inclusion.
2. It aims to be consistent with the recommendations of the Commission on Campus Diversity, and it is based on them.
3. The funds necessary for implementing the proposal will not be generated in a way that is likely to promote division in the campus community and generate hostility towards diversity initiatives. Accordingly, it does not propose a tax on general operations. Funding would come from the capital fund and from increased University revenues.
4. The proposal is presented in the spirit of respect for all sections of the campus community.
5. The proposal incorporates the parts of the chancellor’s proposal that we believe will improve diversity.
I. Actions
1. Campus Climate:
Commission’s recommendation 1a: “first and foremost, senior administrators, deans and leaders at all levels must possess a particular leadership style that sends a clear message that the concepts of diversity and inclusion are core values for the entire campus community. Administrators at all levels must be respectful of and responsive to the diverse populations on the Amherst campus. Student voices must be valued and the integrity of student government and its agencies respected as the campus pursues diversity and inclusion goals.”
Commission recommendation 1b: “The Commission believes that the University Police Department should report to the Vice Chancellor for Administration and Finance.”
Proposal 1a: The campus will propose a change to the University's mission statement. The University's new mission statement should note a commitment to anti-racism, equal opportunity, and social justice.
Proposal 1b: The University will enact a policy that states that support for diversity, social justice and the University’s mission are core criteria in selecting among candidates for administrative positions.
Proposal 1c: The University will produce a written document stating that it will allow the Student Goverment Association and the Graduate Student Senate to allocate their budgets as they see fit, as long as the allocations are legal and not in violation of Board of Trustees policy or student government policy. The University and the student governments will agree on an arbitrator who will resolve disputes, based on the principles of self-government articulated in the Wellman Document.
Proposal 1d: Change reporting lines so that the University Police report to the Vice Chancellor for Administration and Finance.
2. Coordination of Diversity Matters:
Commission recommendation 2a: “The Commission recommends that a senior level administrator be appointed to oversee and coordinate the implementation of initiatives relating to diversity and inclusion on the Amherst campus.”
Proposal 2a: We propose that the University create an Office of Diversity, Social Justice and University Mission, and create the position of Vice Chancellor for Diversity, Social Justice and University Mission to be in charge of this office. The vice chancellor’s responsibilities should include reviewing and coordinating diversity, social justice and university mission activities on campus; developing appropriate programs and plans, collaboratively where appropriate, including incentive and reward systems for individuals and units who initiate special efforts to advance these values; fundraising for initiatives such as “pipeline” programs that reach out to high schools and community colleges with the goal of increasing the enrollment of undergraduate students of color on campus, particularly those from lower-income backgrounds; advocating for diversity, social justice and the university mission campus-wide; and making an annual report to the chancellor and the campus on progress towards achieving these goals. The appointment of this vice chancellor should not substitute for the expectation that all other individuals on campus practice and promote these values; rather, it should reinforce this expectation. The university should commit to a minimal annual budget of $2 million to support the office’s operations, the vice chancellor’s salary, and the incentive/rewards programs.
Proposal 2b: The University should establish an advisory council for the Office of Diversity, Social Justice and University Mission. The council should consist of three undergraduate students appointed by the SGA; three graduate students appointed by the GSS; three faculty members appointed by the Faculty Senate; three administrators appointed by the chancellor; two representatives from the town of Amherst, appointed by Amherst Town Meeting; and one representative each from each of the campus’s unions.
Logic: The values of diversity and social justice, and the University mission of providing a quality affordable education to citizens of the Commonwealth, are considered core values by most segments of the University community, but not always at the top levels of the administration. Consequently, there is a need to create an office to ensure the accountability of the administration to those who hold these values, as well as to promote these values at all levels. The creation of this position will bring the priorities and accountability for diversity closer to the Chancellor. There must be a position with the sole charge to monitor and report the successful implementation of the diversity initiative.
3. Enrollment management:
Commission recommendation 3a: “The Amherst campus must develop a clear strategy for enrollment management and must appoint a highly qualified administrative official to coordinate such an effort.”
Commission recommendation 3b: “The Office of Admissions is better suited for placement under the aegis of the Provost than under the Vice Chancellor for Student Affairs”
Commission recommendation 3d: “In the enrollment management plan, it is critical to the UMass Amherst mission that Commonwealth students who achieve against the odds are given the opportunity to attend the flagship campus.”
Commission recommendation 3e: “Encourage the Commonwealth College (Honors College) to increase minority enrollments, including definitions of academic excellence and potential that look beyond such traditional measures as grade point averages and SAT scores.”
Proposal 3a: The Amherst campus will hire a highly qualified administrative official to coordinate an enrollment management plan that emphasizes diversity, inclusion and social justice.
Proposal 3b: Restructure reporting lines so that the Admissions Office reports to the Provost.
Proposal 3c: The University will develop a plan for admissions that will deemphasize standardized test scores and weighted GPA. The Vice Chancellor for Diversity, Social Justice and University mission will also develop a plan for outreach to ALANA and low-income communities.
Proposal 3d: Implement section Ic of Chancellor Lombardi’s draft action plan.
5. Support Programs
Commission recommendation 5a: “UMass Amherst must act decisively to allay the fears of extinction and confusion within the ALANA community as to the worth of the ALANA support services... The administration should find a way, through some possible shift in funding, to signal its support and appreciation of the work that is being done."
Proposal 5a: The University will restore the staff and budget of the ALANA support programs (CCEBS, UALRC, BCP, NASS), the Every Woman’s Center and the Stonewall Center to their 2001 levels. The more than 50% decline in budget for these offices (from $276,000 in 2000 to $126,000 in 2004) will be reversed. Restore pre-major advising for ALANA students to the ALANA support programs.
6. Establish Goals Regarding Diversity
Commission recommendation 6a: “UMass Amherst should establish faculty diversity goals for both junior and senior faculty within each academic unit and within specified timelines.”
Commission recommendation 7a: “In collaboration with the Provost, college and school deans should be required to set annual minority enrollment, retention and graduation targets, held accountable for achieving them, and rewarded for their successes.”
Proposal 6a: Implement section II of the Chancellor’s proposal.
7. Assessment of Progress
Commission recommendation 8a: “Clear benchmarks must be established against which the Amherst campus can measure its progress in diversity and inclusion. A body similar to the Commission on Campus Diversity should be convened in 12 to 18 months to review progress of efforts on the Amherst campus to enhance diversity and inclusion.”
Proposal 7a: The University will set the benchmark that the undergraduate population will reflect the demographic composition of students in the Commonwealth graduating high school, by race, gender, and geographical area.
Proposal 7b: The University will set the benchmark that the graduate student and faculty population will reflect the demographic composition of the Commonwealth’s adult population by race and gender.
Proposal 7c: The Commission on Campus Diversity will be invited to reconvene in 12 months to assess progress towards the implementation of its recommendations. Subsequently, a body similar to the commission will be convened annually to review progress.
8. Faculty Development
Commission recommendation 9a: “The UMass Amherst campus should organize and offer increased opportunities for faculty, staff and administrators to acquire understandings and competencies required to meet the unique issues and needs often faced by students (and faculty and staff) of color on predominately white campuses. Such an effort should be conducted by professionally qualified experts.”
Proposal 8a: Implement Section III of Chancellor Lombardi’s action plan.
9. General Education
Commission recommendation 10a-d: “The UMass Amherst administration should support the development of more General Education Diversity courses that focus on issues of difference, culture, power and privilege.”
Proposal 9a: Implement Section IV of Chancellor Lombardi’s recommendation.
10. Additional recommendations:
Commission Recommendation (Executive Summary): “The college advisors should liaise with the support programs…It is the expectation of the Commission that there be timely issuance of reports from academic units to the support programs to aid their retention efforts, as appropriate and determined in consultation with academic units.”
Commission Recommendation (Executive Summary): “Reduction of Funds in ESL area…should be reviewed with an eye towards reinvestment.”
Commission Recommendation (Executive Summary): “The Presence of other ‘‘isms’ beyond racism that, while beyond the charge to the Commission, deserve attention from the Amherst Campus (e.g. issues revolving around such matters as socioeconomic class, disability, language preference, sexual orientation, etc.)."
Proposal 10a: The University will maintain full funding for the affordable-flexible childcare classroom's voucher program at University Child Care. The University should restore the subsidy it provided to the full-day classrooms at UCC before 2001, so that the center can maintain its high quality and restore affordability. Affordable childcare is a key asset for the University in the recruitment of diverse faculty, students and staff.
Proposal 10b: The University will present a plan to substantially increase need-based financial aid by August of 2005.
Proposal 10c: The University will establish three liaison pre-major advisors to liaise with each of the four ALANA Support Programs. As well as, liaisons with the four support programs in each school/college.
Proposal 10d: The University will allow the four ALANA Support Programs access to member students’ mid-semester academic progress reports on SPIRE.
Proposal 10e: The University will plan and implement an ESL program for students that are motivated and capable but need to overcome the language barrier.
Proposal 10f: The campus will present a plan to make campus buildings accessible to individuals in wheelchairs, and to those who suffer from other disabilities that impede physical access.
Proposal 10g: The campus will convert one bathroom in each building to become a gender-neutral bathroom.
Proposal 10h: The University will end all practices that discriminate against international students, except where required by law. This includes, but is not limited to, higher rates for application fees and ineligibility for health insurance waivers. The University will pledge to not introduce new discriminatory practices.
Proposal 10i: The University will expand its bus system so that there are frequent (at least once an hour during the daytime) buses connecting the campus to Springfield, Holyoke and Greenfield. This system can be phased in, in tandem with the anticipated increase in enrollment from students who live in these population centers.
II. Funding
The Amherst campus’s financial master plan projects steadily increasing revenues for the Amherst campus. Funding for the proposals will come in part from these increases, and in part from the capital campaign.
Appendix A
The extent to which the UMass Community Action Plan is consistent with the Diversity Commission’s report "A Blueprint for Change" vs. the extent to which Lombardi’s diversity proposal is consistent with "A Blueprint for Change"
Lombardi’s Action Plan:
# of Diversity Commission's Recommendations Accepted: 13
# of Diversity Commission's Recommendations Rejected: 14
UMass Community Action Plan:
# of Diversity Commission's Recommendations Accepted: 27
# of Diversity Commission's Recommendations Rejected: 0
posted by Uri at 3:40 PM
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