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This guide is to help the employer design and implement programs to ensure fair and equal treatment for all persons, regardless of race, color, religion, sex or national origin, in all employment practices. Certain basic elements of most employment systems repeatedly have proved to result in discrimination, and certain basic steps have been found essential to eliminate discriminatory practices. The legal basis for affirmative action, including federal legislation, definitions of discrimination, equal employment opportunity, and basic steps are presented as a guide to developing an effective affirmative action program (publications, surveys, goals, timetables, recruitment, selection standards and procedures, salary structures, union contracts, training, support services, job related education). Volume II contains the appendices related to the text (sample documents, data sources, recruitment resources, guidelines and regulations, and Equal Employment Opportunity Commission publications). (Author/PG)

This booklet presents a model for use by any size or type of school district in developing an affirmative action plan. The model is intended to give districts a clear idea of what affirmative action requires and what type of program must be implemented for affirmative action to be successful. Separate sections of the booklet discuss numerical review and analysis of the school district work force; goals and timelines for an affirmative action program; inservice training, negotiation, and implementation of an affirmative action program; grievance procedures; record keeping, monitoring, and evaluation; and guidelines for recruiting, hiring, and retaining minority group employees. The appendix includes an extensive list of ethnic organizations and agencies in the state of Washington for use in recruiting minority group employees. (Author/JG)

This is a negotiated agreement between the Macomb College Association of Administrative Personnel (MCAAP) and the Board of Trustees of Macomb County Community College (Michigan). The MCAAP includes the chief executives of each campus, the business managers, deans, department chairmen, and the directors of registration, counseling, and other support services. The policies and procedures set forth here are to be considered a part of each administrator's contract and will remain in effect until June 30, 1977. The articles of this agreement establish conditions of employment; conditions for changing administrative organization; for filling vacancies; for renewal or non-renewal of administrative contracts; for determining academic rank and salary; for assignment to faculty status; for determining administrative duties and responsibilities; for evaluating administrators; for administrators expressing themselves as citizens disassociated from the colleges; for establishing an administrative service committee to clarify the intent of these articles; for determining levels of compensation; and for deciding if a leave of absence is compensable or non-compensable. It also lists fringe benefits and procedures for seniority and layoff, and details the due process procedure. (DC)

This fifth annual survey presents the racial and ethnic distribution of students and staff in California community colleges. The emphasis is changed from previous years, however, to include statistical data on the sex composition of students and staff, and progress by the Chancellor's Office and the colleges in affirmative action efforts, including indepth descriptions of the affirmative action activities of several districts. The percentage of minorities in all student categories and nearly all ethnic classifications increased from fall 1972 to fall 1973. Minority students constitute approximately one-fourth of total college enrollment. Similar increases in minority composition of staff have occurred. During the fall of 1973, women constituted 48 percent of all enrollment and 41 percent of all district personnel. The appendixes, making up the major portion of the report, include statewide statistics on staff and students, the Chancellor's Office minority policy and statistics, the Affirmative Action Program Outline adopted by the Board of Governors, and other affirmative action related documents. (Author/MJK)

The New Haven public schools affirmative action report contains statements of purpose, policy, and responsibility in conjunction with a plan of action to ensure that job applicants and employees receive fair consideration without regard to their race, color, religion, sex, or national origin. The goals and timetables established will rectify underutilization of minorities, and women and will be subject to periodic evaluation. (Author/DW)

This report is intended to provide statistical data that may be useful to organizations undertaking affirmative action programs with respect to minority groups. Its data are limited to the doctoral level (PhD, EdD, ScD and equivalent) but do not include such professional degrees as MD, DDS, DVM, or JD. It includes data on Blacks, Orientals, American Indians, and Latins (the latter term covering such groups as Mexican-Americans, Puerto Rican-Americans, Chicano), but it does not aim to include all possible minority groups within the U.S. population. There are no policy interpretations or recommendations included in this report. The literature review in the current report is very brief, limiting itself to other studies concerned with minority groups at the doctorate level that aim at an assessment of the numbers of persons in such groups. Almost 4,000 of the PhD's of fiscal 1973 in the U.S. were members of minority groups but only 37 percent of these were U.S. citizens. The Orientals were the predominant group, followed by Blacks, Latins, and American Indians, in that order. Appendices include estimation techniques, direct and indirect, and minority group estimates from incomplete data. A selected 11-item bibliography is included. (Author/PG)

The 1974 faculty handbook from the California State University, Long Beach discusses: (1) history, planning, and budgeting; (2) university organization, covering administrative, faculty, and auxiliary organizations, and university support groups; (3) personnel policies and procedures, including affirmative action, and student evaluation of faculty; (4) academic policies and procedures, including teaching assignments, research, and grading; (5) student relations, covering discipline, and student organizations; and (6) benefits, services, and facilities, including fringe benefits and campus facilities. Appendices cover: (1) reappointment and advancement policy; (2) disciplinary and grievance procedures for academic personnel; and (3) professional standards. (KE)

The general purpose of the 1974-1977 faculty agreement reached between Central Michigan University and Central Michigan University Faculty Association is in respect to wages, hours, and other terms and conditions of employment for employees in the bargaining unit. Issues agreed upon include: (1) aid to collective bargaining agents; (2) grievance procedures; (3) arbitration; (4) the faculty handbook; (5) faculty reductions; (6) personnel files; (7) departmental procedures; (8) leaves of absence; (9) faculty promotions; (10) salaries; (11) affirmative action; and (12) strikes. (KE)

West Georgia College is a unit of the University System of Georgia and is governed by statutes that have been approved by the Board of Regents. This 1974 faculty handbook is a compilation of general policies and procedures that affect the professional activities of the faculty and staff at West Georgia College. Personnel policies and procedures are covered (including appointment, tenure, grievance procedures, and equal employment) as well as faculty teaching and nonteaching responsibilities (including, classroom procedures, faculty liability, counseling, and participation in college affairs). Included is an organizational chart. (KE)

This document presents the affirmative action plan developed by Black Hawk College to assure the development and maintenance of educational programs, services, and employment practices that are sensitive to the needs of minorities, women, and the physically handicapped. Part I deals with employment, outlining a specific plan for improving equal opportunity in employment at Black Hawk College in terms of the duties of the board of trustees, the college president, the affirmative action officer, the advisory committee for affirmative action, the ombudsman, supervisory personnel, faculty, classified staff, and students. Guidelines for setting goals and timetables for implementing the plan are also presented, as are grievance procedures and a purchasing policy. Part II describes the staff orientation and training plan now being developed to make the college staff more aware of the special needs of minorities, women, and the physically handicapped. Part III describes a developmental plan to examine and evaluate current educational programs and services to search for unconscious prejudice, and to develop new curricula to help the community overcome prejudices. (NHM)

The Kansas State College of Pittsburg's faculty handbook issued in 1974 covers the main sources of official information and assistance; the administration and governance of the college; general faculty policies; faculty rank and tenure; leave policy; general and other services; and academic and personal services for faculty. The document also contains the faculty senate's constitution and by-laws; policies and procedures in the event of campus disorder; a state of professional ethics; a statement on recruitment and resignation of faculty members; the design of the faculty association and planning committee; and information regarding terminations. (JMF)

The faculty constitution is presented in this 1971 revision of the faculty handbook. Separate sections are included on bylaws, faculty policy, academic regulations, and procedures and information. The handbook is indexed and covers such topics as: academic freedom; affirmative action policy; governing boards; administrative duties, class attendance and schedules; committees; contracts; course changes; grading; outside employment; faculty improvement; fringe benefits; insurance; student rights and freedoms; leaves of absence; promotions; tenure; and travel. (LBH)

The 1972 edition of Cornell University's faculty handbook details the organization of the university faculty; the administration organization and responsibilities; procedures for faculty appointments, promotions, tenure, dismissal, and retirement; faculty and administrative policies regarding faculty-student relationships; and campus facilities and services available. (JMF)

To carry out an affirmative action policy, school districts should base hiring practices on educational goals that aim at acceptance of people as human beings not as minority group members. The hiring practices should employ minority group people to recruit minority candidates for professional and nonprofessional positions, clearly defining qualifications required. After employment, human relations principles can be used to solve intergroup problems, to involve minority people in school and community activities, to open and maintain communication lines, and to assist minority people with difficulties in the community. (Author/DW)

Intended to assist both with the general preparation of personnel matters and the necessary documents for placing appointees on the official payroll of Southern Illinois University, the 1973 faculty handbook includes: (1) budget authority and responsibility; (2) faculty and administrative staff; (3) promotions; (4) salaries; (5) tenure; and (6) graduate-student employees. (KE)

Included in this faculty and administration handbook are descriptions of the responsibilities of university administrators, deans, and faculty (and a 1974 organizational chart), provisions of faculty recruitment, selection, and appointment including teaching load and salary scale, By-Laws of the New York State College of Ceramics at Alfred University and of the Alfred University School of Nursing. (JT)

The express purpose of this manual is for its use by business and industry in Kentucky as an aid to eliminate discrimination. Affirmative action is defined here as a comprehensive effort by an employer designed to: employ women and minority persons where they are under-utilized; include minority persons and women in all facets of the company's operations--from management to maintenance; increase company awareness of an interest in the whole of its community; and, insure that company policy toward equal opportunity is not negative, and not neutral--but positive. A model plan is detailed. It is asserted that the manual should be used by a company in developing its own affirmative action policy; that it incorporates quite specific and comprehensive policies and procedures, which, if adopted and followed, should help a company move toward the goal of equal employment opportunity. Testing and other employee selection criteria are discussed. Several lists of Kentucky-based organizations which may be able to assist a company to recruit and hire minority and female persons are given, including: National Association for Advancement of Colored People; Urban Leagues; Official Human Rights Agencies, Unofficial Human Rights Agencies, Women's Groups, Community Action Commissions, Black Communication Media, State and Local Agencies, Schools, and Area Development Districts. (Author/JM)