Unlike most universities, our Board of Trustees is not the governing body. There is a Board of Governors, which is composed of six politically appointed Governors and five Governors from among the Trustees. However, there are also committees that span both boards. One is the Governors Committee on Intercollegiate Athletics, which is composed of both Trustees and Governors. I’ve been on that committee for three years—I asked to join it because I’m not much of a sports fan and I thought the committee would benefit by having someone who could give a more objective opinion.

Last December, during a regularly scheduled committee meeting, we were verbally briefed by Athletic Director Tim Pernetti about Coach Mike Rice’s having behavioral problems, and the AD said his solution was a fine, suspension and counseling. We were not told that Eric Murdock—a former Director of Basketball Operations—had compiled a video of Rice’s behavior. We were not told about the language being used or about the inappropriate physical handling of the student-athletes. I found out about the video the same way you did—on mass media, last week. The FBI is investigating how and why the video was released.

It’s hard to watch the videotape of Coach Rice’s slinging the F-word at his players, along with basketballs. If you watched it, you’ll note that he sometimes had a lackey standing by to reload his basketball hand for him. There’s talk in chat rooms about people not understanding the process of building a team—that’s a lot of garbage. I earned my commission in a program run by Marine Corps drill instructors. They did not touch us, nor did they use language like that. From that perspective, my opinion is that Coach Rice’s behavior was completely unacceptable. He should have been fired on the spot.

And that’s apparently what the AD wanted to do. But he was apparently counseled to get a legal opinion, so an outside law firm was engaged to investigate—a firm that does not have the word “diversity” on its website. The report was NOT provided to the board or the athletics committee; in fact, I had no knowledge that there was an investigation or report until it was emailed to me last week. The report was contradictory in a way—it said that Rice did not create a “hostile work environment” (really?), but that there were grounds to fire him. The most legally conservative approach was taken—Rice was given a suspension, fine, counseling and a monitor—and, apparently, his behavior this year was acceptable.

So what can we learn from this?

1. Understand your organization’s mission and values. In the wake of the Tyler Clementi tragedy, Rutgers accelerated its already good LGBT policies to be one of the best in the country. The coach’s behavior was completely unacceptable according to our own codified values.
2. Utilize your corporate-governance structure. If the athletics committee had been shown the video, I am certain I wouldn’t have been the only one to demand that Rice be fired immediately. The Trustees have good diversity—but it’s useless if it’s not utilized correctly.
3. Assume that information will go viral, especially video. Information wants to flow from secrecy to exposure. In this case, the video was an edited compilation, and I’ve heard the opinion that it’s “not fair.” I think it’s plenty fair, but whether or not you agree, there’s enough there to be very, very alarmed. And the point is that there is nothing you can do to stop it, so once you’re aware of potential exposure, treat it as if it is fact and already public knowledge.
4. Lawyers are very important teammates in a decision-making matrix. But they are not the decision makers—the president is. The most conservative legal decision in this case may have been legally correct, but it was morally wrong and is a financial disaster that will probably cost the university hundreds of millions in lost and/or delayed personal and corporate donations.
5. Ignorance does not abrogate guilt when it comes to public opinion. I accept my responsibility in allowing myself to be bamboozled, and I apologize. Although it’s very difficult for a board member to not be fooled when an organization is determined to be less than forthright, I’m not going to resign because I want to do my best to make sure this never happens again.
6. Reaction must be immediate. Senior leaders must have media coaching. The president waited a very long time to respond and the response was not good enough to make anyone feel better—thus compounding the damage done.
7. Remediation must be meaningful in order for trust to be rebuilt.

Our former AD, Tim Pernetti, is a great guy who ran one of the academically best athletic programs in the nation. His leadership skills elevated our program to national prominence, and he negotiated our way into the Big Ten. I watch the way people react to leaders—the broad diversity of people he surrounded himself with was very comfortable with him. Our president, Dr. Robert Barchi, was in his first semester as president when all of this was evolving and he’s had no experience with college athletics.

I want to close with what I consider to be the greatest tragedy: The end result of this incident is that we (leadership) betrayed our LGBT students, faculty, administrators and community members, and their allies, who constitute just about all of the Rutgers family. Our campus should be an oasis from oppression—and indeed, that’s what our own values state. No coach, professor, administrator or fellow student has the right to destroy someone’s productivity by spewing hate speech. This has nothing to do with “free speech”; it has everything to do with creating a space at a university where all can come to learn. A sequence of very bad decisions not only let this coach’s horrible behavior go unchecked, but once it came to light, the behavior was papered over and the checks and balances of committee work was circumvented. Especially on a campus where we lost Tyler Clementi just two years ago, this is completely inexcusable and unacceptable.

Luke Visconti’s Ask the White Guy column is a top draw on DiversityInc.com. Visconti, the founder and CEO of DiversityInc, is a nationally recognized leader in diversity management. In his popular column, readers who ask Visconti tough questions about race/culture, religion, gender, sexual orientation, disability and age can expect smart, direct and disarmingly frank answers.

The post Ask the White Guy: What I Know About the Rutgers Situation appeared first on DiversityInc.

Mayo Clinic Announces Video Storytelling Campaign with Hispanic Patients and Doctors

ROCHESTER, Minn. — Mayo Clinic has announced the launch of a global storytelling campaign for the Hispanic community. Historias Mayo shares the stories of some of Mayo’s inspiring Hispanic patients and doctors.

[MULTIMEDIA ALERT: Video of Dr. Noseworthy is available on the Mayo Clinic News Network.]

“The legacy and history runs deep between Mayo and the Hispanic community,” says John Noseworthy, M.D., president and CEO of Mayo Clinic. “Historias Mayo celebrates and deepens that bond. It reflects our commitment to meeting the health care needs of Hispanic patients and communities worldwide.”

As a result of the international travels of Mayo’s founders Drs. William and Charles Mayo, patients from Latin America began traveling to Rochester, Minnesota, for care at Mayo Clinic in the early 1920s. Today, Mayo continues to treat thousands of patients from Latin America every year, and an ever-growing number of U.S. Hispanic patients.

“Our founders understood the value of diverse talents, backgrounds and beliefs in providing the best care to patients — and that core belief persists today at Mayo Clinic,” explains Dr. Noseworthy.

Historias Mayo reflects Mayo’s recently enhanced investment in engagement with Spanish-speaking audiences globally through community collaborations around patient care, research and education. Historias Mayo also complements Mayo’s growing influence in Hispanic social media (www.twitter.com/ClinicaMayo and www.facebook.com/MayoClinicEspanol) and its recently redesigned Spanish webpages at www.mayoclinic.org/espanol.

Historias Mayo launches with six stories:

Adrián Fernandez, Mexico’s beloved car racing champion, gives Mayo Clinic unfettered access during his 24 hours of Le Mans race in France. This video captures the intensity Fernandez faces as an elite athlete, and he reveals how Mayo Clinic has been by his side throughout his career.

Newlyweds Johanna Iturrino, M.D., and Benjamin Zendejas, M.D. are two young physicians completing their training at Mayo Clinic. They give an inside look at what it means to be Mayo Clinic residents, while sharing their heartwarming love story. Dr. Iturrino also discusses her very personal journey as a multiple sclerosis patient.

Another video follow Mayo Clinic neurologist Zbigniew Wszolek, M.D., to Bogotá, Colombia, to meet and treat the first patient in Latin America to be diagnosed with Perry syndrome, a rare genetic and fatal neurological disorder. The story documents the patient’s daughters, her Colombian neurologist and the Mayo doctor as they connect to begin their journey toward a cure for her disease.

Mayo Clinic neurologist and psychiatrist Daniel Drubach, M.D., plays classical flamenco guitar while telling his passionate story from childhood in Argentina to becoming a physician at Mayo Clinic. He weaves a ribbon between the mind, the brain and music.

Mind-body alignment plays a role in treatment of complex conditions at Mayo Clinic, and pulmonologist Roberto Benzo, M.D., an Argentine-born physician, describes how he improves patient outcomes through meditation and mindfulness practices.

Venezuela’s championship fencer Carmen Militza Perez is now Mayo Clinic’s Carmen Terzic, M.D., Ph.D. She is currently leading the world in development of adult stem cells designed to repair damaged cardiac tissue. She discusses how her past competitive spirit has driven her to a career in medicine with a goal to improve patients’ quality of life.

New patient stories will be shared on Historias Mayo throughout 2013.

###

About Mayo Clinic

Mayo Clinic is a nonprofit worldwide leader in medical care, research and education for people from all walks of life. For more information, visit www.mayoclinic.org and www.mayoclinic.org/news.

Journalists can become a member of the Mayo Clinic News Network at http://newsnetwork.mayoclinic.org for the latest health, science and research news and access to video, audio, text and graphic elements that can be downloaded or embedded.

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Sharon Orlopp, Global Chief Diversity Officer and Senior Vice President of Walmart, will address the graduates during the 146th Spring Commencement of Fayetteville State University (FSU). The event will be held at 9 a.m. on May 4, in the Crown Coliseum. More than 500 graduates will receive degrees at the bachelor, masters, and doctoral levels. The public is invited.

Orlopp is responsible for advancing a diverse workforce with 2.1 million associates worldwide. She served as Senior Vice President of People Division at Sam’s Club. She has more than 25 years of management experience; 16 of those years have been spent in the human resources arena. She came to Wal-Mart Stores, Inc. in 2003.

Orlopp’s responsibilities included … training and development, associate processes, event planning and communication, compensation and all aspects of human resources. Prior to Sam’s, Orlopp served as Vice President of Human Resources at Gart Sports where she was responsible for the sporting goods retailer’s compensation, benefits, training, recruiting, Public Relations, and Investor Relations. Before that, she spent 17 years at Footlocker where she worked her way up through the ranks from sales associate to become the Vice President of Human Resource Administration. She serves as Director of Women’s Foodservice Forum, Inc.

Orlopp serves on the Advisory Board for the Center for Business Women’s Research, known as the leading authority on women business owners and their enterprises worldwide. She is also a Board Member for Northwest Arkansas Radiation Therapy Institute, NARTI, and Future Business Leaders of America, FBLA.

Presiding over commencement will be FSU Chancellor James A. Anderson, the 11th chief executive officer. He began his duties on June 9, 2008. Before coming to FSU, Anderson served as the University of Albany’s Vice President for Student Success and Vice Provost for Institutional Assessment and Diversity.

Raised in Washington, D.C, Anderson majored in psychology at Villanova University in Pennsylvania, graduating in 1970. He later earned a doctoral degree in the field (1980) from Cornell University in New York. Early in his career, Anderson chaired the Department of Psychology at Xavier University in New Orleans (1976-1983) before joining Indiana University of Pennsylvania as a professor of psychology.

In 1992, he began an 11-year tenure as Vice Provost for Undergraduate Affairs at North Carolina State University. In that role, he was credited with leading a revision of the general education curriculum, as well as the development of the First Year College, the Honors Programs, the Faculty Center for Teaching and Learning, the Minority Engineering Program, and the North Carolina State Diversity Initiative, among others.

In 2003, Anderson was recruited to Texas A&M University, a major land-grant institution serving more than 46,000 students, as Vice President and Associate Provost for Institutional Assessment and Diversity. He held that post until joining the University at Albany in 2005.

FSU is the second-oldest public institution in North Carolina. A member of the University of North Carolina System, FSU has nearly 6,000 students and offers degrees in more than 60 undergraduate and graduate degree programs.

For more information, please call (910) 672-1474.

The post Walmart Executive to Address Spring 2013 Graduates appeared first on DiversityInc.

Rutgers President Dr. Robert Barchi officially announced Pernetti’s resignation—and apologized for the scandal on behalf of himself and Rutgers leadership—today at a press conference, when he called the incidents that led to Rice’s suspension a “failure of process.” Barchi noted that assistant basketball Coach Jimmy Martelli also resigned, and that Interim General Counsel John Wolf resigned his position.

Barchi reaffirmed that he had not seen the video until this week, and that Rice’s actions were more “abusive and pervasive” than he had understood them to be. The Board of Governors says it supports him; however, many are calling for Barchi to also step down.

Pernetti wrote in his resignation letter:

My continued tenure as Athletic Director is no longer sustainable for the University which I attended and where a piece of me will always remain. In connection with the incidents involving former basketball Coach Mike Rice, as was the case with all other matters which I handled on behalf of the University, I always tried my best to do what is right. I have spent a great deal of time reflecting on the events which led to today. As you know, my first instinct when I saw the videotape of Coach Rice’s behavior was to fire him immediately. However, Rutgers decided to follow a process involving university lawyers, human resources professionals, and outside counsel. Following review of the independent investigative report, the consensus was that university policy would not justify dismissal. I have admitted my role in, and regret for, that decision, and wish that I had the opportunity to go back and override it for the sake of everyone involved.

Fallout continued to spread on Monday.

• In his first press conference since the scandal erupted, New Jersey Governor Chris Christie called Rice “an animal” but defended Barchi. “The university would be hurt drastically by the departure of Dr. Barchi, that’s why I don’t support it,” Christie said. “Also, I don’t think his conduct necessitates it.”
• Rutgers announced that it is commissioning an independent review of the way the university responded to the Rice video, and Barchi said at a town hall meeting on Rutgers’ Newark campus that the school is reviewing practice video of all sports to see if any other coaches have engaged in similar behavior.
• The FBI is also getting involved, The New York Times reports. A university official told the paper that an FBI agent met with Pernetti and made other stops on the New Brunswick campus to investigate whether former Director of Basketball Operations Eric Murdock tried to extort the university.
• Meanwhile, Rice’s previous employer, Robert Morris University, wrapped up an internal investigation into Murdock’s claims that he was told that “there were five coaches-versus-player brawls in practice.” Robert Morris Athletic Director Craig Coleman said that the investigation uncovered no evidence of the fights, but that one former player told school officials that Rice used a homophobic slur and threw a basketball at a player “once or twice” while he was at the Pennsylvania school.

DiversityInc CEO Luke Visconti, a member of the Rutgers Board of Trustees and of the Rutgers Board of Governors Standing Committee on Intercollegiate Athletics, said he was never informed about Rice’s anti-gay slurs or the fact that the video existed. Visconti says he had been told there was a disciplinary issue, which was addressed with the suspension.

The post Rutgers Scandal Update: Pernetti Resigns; President Apologizes for ‘Failure of Process’ appeared first on DiversityInc.

As chairman and senior partner of PwC, I have closely followed the debate about Sheryl Sandberg’s new book Lean In. Sandberg has brought renewed attention to the critical challenge of diversifying corporate leadership. While Sandberg focuses on inspiring women to embrace ambition, I believe business leaders have a responsibility to lean in as well. At PwC we’re “leaning in” because we recognize that women and minorities cannot solve the leadership gap by themselves.

There are many concrete steps CEOs, in particular, can take. The first is to create accountability for diversity. At PwC, our Chief Diversity Officer is a line partner who reports directly to me and is a member of my leadership team. The role is a rotation, rather than a destination, and we use it to develop high-potential partners. Our Chief Diversity Officers contribute to a strategic business issue outside of their traditional practice and gain visibility. Although this structure might not work for all organizations, at PwC it serves to elevate the function and drive change.

The second step is to create an inclusive culture. Here, programs matter. While the ultimate goal of any diversity initiative is cultural change, formal programs send a powerful signal. For example, Full Circle is a PwC program that allows parents to “off-ramp” from their careers, stay connected while they are gone, maintain their technical credentials, and then return to the firm. Formalizing this option gives people permission to pursue non-linear career paths. Mentor Moms is a PwC effort to match women returning from maternity leave with experienced mothers who are successfully juggling family and careers. Our Women’s Networking Circles provide a forum to discuss career advancement, and our members are using Lean In’s educational videos to enrich that conversation.

Diversity initiatives also set expectations. We’ve asked all 2,700 PwC partners to sponsor three diverse professionals. Partners are expected to identify these individuals in their development plans and discuss the actions taken on their behalf during the end-of-year evaluation. We believe sponsorship is critical to advancement, and these relationships often develop informally. Breaking the cycle of people sponsoring those who are similar to themselves requires intentional effort.

The third step is to create awareness that people sometimes make unconscious assumptions. Sandberg’s book catalogs unconscious biases people still may hold about women leaders. We have a responsibility as an organization to address those stereotypes. PwC hosts interactive sessions for our leaders about how to identify potential “blind spots” and better understand how they influence decision making. As leaders, we must challenge our blind spots.

Finally, we need to create environments where people have the flexibility to lean forward or back at different points. Career paths have to be less rigid, in order to accommodate the diversity of today’s workforce.

While we still have progress to make, these efforts have yielded results. Over the last decade the number of women partners in our US firm has increased considerably, and five members of our 15-person leadership team are women.

I hope more of our women are inspired by the dialogue Sandberg has generated to lean in and aim even higher in their careers. My work is to make sure PwC leans in to meet those ambitions with opportunities, flexibility, and sponsorship. Then together we can close the leadership gap.

The post How Companies Can Lean In, Too appeared first on DiversityInc.

CollegeSTEPSSM expanded sweepstakes runs April 1-June 30, 2013; 
520 high school winners will each win a $1,000 cash prize

SAN FRANCISCO, CA (April 2, 2013) –Wells Fargo announced the expansion of its CollegeSTEPS program. The expansion gives 520 high school students from all over the United States the chance to win a $1,000 cash prize they can use to help pay for college or other expenses. A total of $520,000 will be given away. Students are automatically entered in the sweepstakes when they enroll in Wells Fargo’s CollegeSTEPS program, which provides regular, helpful college planning and money management tips for parents and students, including how to find scholarships, apply for financial aid, make campus visits, save and budget and manage student loans.

“There is no question that tuition costs continue to rise across the country and can be daunting to college students and their families. There’s also no question that a college degree can increase earnings potential and decrease the likelihood of unemployment,” said John Rasmussen, head of Wells Fargo Education Financial Services. “Wells Fargo is committed to helping customers make their dreams of a college education become a reality. For years, the CollegeSTEPS program has provided students and their families with information and tools and we’re proud to provide this additional opportunity for students who want to earn a college degree.”

How to Enter the CollegeSTEPS expanded sweepstakes

Eligible high school students between the ages of 14 and 20 are automatically entered for a chance to win $1,000 when they enroll in the CollegeSTEPS program by visiting http://www.wellsfargo.com/expandedcollegesteps.com. The sweepstakes runs between April 1, 2013 and June 30, 2013. If high school students are already enrolled in the CollegeSTEPS program and want to enter the expanded sweepstakes, they should visit http://www.wellsfargo.com/expandedcollegesteps.com and re-enroll by June 30, 2013. A total of 520 winners will be chosen and notified in August 2013. No purchase is necessary to enter or win. For complete sweepstakes rules, visit http://www.wellsfargo.com/expandedcollegesteps.com.

About Education Financial Services

Wells Fargo Education Financial Services serves more than 1.9 million student and family customers in all 50 states and has been in the student lending business for 44 years helping customers make smart borrowing decisions to finance education. Education Financial Services provides customers with financial tips and tools to keep their finances on track while in school and prepare them financially for when they finish college. Wells Fargo markets its education products to colleges and universities, directly to consumers and through Wells Fargo Bank. As part of the organization’s commitment to education, in 2012, Wells Fargo’s community investments included $75.7 million to 8,000 educational programs and schools around the U.S.

About Wells Fargo

Wells Fargo & Company (NYSE: WFC) is a nationwide, diversified, community-based financial services company with $1.4 trillion in assets. Founded in 1852 and headquartered in San Francisco, Wells Fargo provides banking, insurance, investments, mortgage, and consumer and commercial finance through more than 9,000 stores, 12,000 ATMs, the Internet (wellsfargo.com), and has offices in more than 35 countries to support the bank’s customers who conduct business in the global economy. With more than 265,000 team members, Wells Fargo serves one in three households in the United States. Wells Fargo & Company was ranked No. 26 on Fortune’s 2012 rankings of America’s largest corporations. Wells Fargo’s vision is to satisfy all our customers’ financial needs and help them succeed financially.

Contact: Maria Fernanda Trochimezuk at maria.fernanda@jelenagroup.com; 310-696-9585

The post Wells Fargo Commits $520,000 for High School Students Across the U.S. to use for College or Other Expenses appeared first on DiversityInc.

Here’s what they’re saying:

Rutgers coach and sports’ bully culture
The first former NBA player to be openly gay, John Amaechi, responds to the underlying issue of bullying in sports, saying that “medieval coaches” like Rice are a “detriment to society.” Amaechi spoke at DiversityInc’s event about his personal experiences with “coming out.”

Mike Rice firing reaction: Rick Pitino, Gregg Marshall chime in
Louisville coach Rick Pitino and Wichita State coach Gregg Marshall, both known for their emotionally charged coaching styles, say Rice overstepped his boundaries.

Parallels worth noting: ex-Rutgers coach Mike Rice and Jerry Sandusky
From former Penn State football coach Sandusky to Rutgers’ Rice, college scandals reveal a need for better regulation and more accountability from higher-education administrations for sports teams.

Brennan: Administrators fail Rutgers University
Rutgers’ Athletic Director needs to be fired, too, says national sports columnist Christine Brennan.

Firing of Rutgers coach Mike Rice ‘far too late,’ says Lupica
New York Daily News columnist says Rutgers isn’t doing enough—and he calls for Athletic Director Tim Pernetti to be fired as well.

Rutgers student reactions to Mike Rice firing
Not all students are shocked to hear about Rice’s abusive actions, and they agree that the University is correct in firing him. But there are those who feel Pernetti should not share the blame.

Mike Rice’s firing leads to calls for others to resign
“Rutgers should be policing themselves. It shouldn’t require the media to do it,” says Brennan.

The post What’s Everyone Saying About Rutgers’ Rice Crisis? appeared first on DiversityInc.

BAD

Did Komen’s Lack of Board Diversity Cause Its Crisis?
The nonprofit breast-cancer-prevention group decided to defund Planned Parenthood, then flip-flopped after public outrage. Its CEO ended up resigning.

Lowe’s Muslim Publicity Gaffe Serves as Case Study of What Not to Do
The home-improvement chain caved in to an anti-Muslim group and stopped advertising on a reality show featuring Muslims. The public outcry was significant.

Chick-fil-A Caves on Funding Anti-Gay Groups But Is It Enough?
The flip-flops from the food chain have cost it several contracts and public support.

GOOD

Lessons on Values From Ellen & jcpenney
jcpenney CEO Ron Johnson stood up quickly and very publicly for the choice of lesbian Ellen DeGeneres as company spokesperson after anti-gay One Million Moms launched a campaign to have her removed.

Ask the White Guy: Decision Making, Clarity of Values & What to Do When It Goes Horribly Wrong
When progressive corporations found out their local representatives in Tennessee supported anti-gay legislation, they were horrified and reacted swiftly to try to reverse the decision. It was too late, but their public statements were forthright and they have subsequently made sure this won’t happen again.

The post Diversity Crisis Communications: What to Do When Scandals Erupt appeared first on DiversityInc.

Barchi and Pernetti

Rutgers faculty, government officials, members of the public (and DiversityInc readers) are demanding answers to the Rutgers University basketball scandal involving physical abuse and homophobic slurs—and some are asking for the resignation of Athletic Director Tim Pernetti and Rutgers President Dr. Robert Barchi.

Basketball Coach Mike Rice was fired yesterday after video of his actions surfaced. But when Pernetti first saw the video in November, he gave Rice a slap on the wrist and allowed him to continue coaching the men’s basketball team. Because he was not fired at the time and completed the season, Rice will be paid a $100,000 bonus.

The controversy surfaced Tuesday night after ESPN aired video that showcased Rice in a rage, kicking and shoving students, throwing basketballs at their heads from close range, and using hateful, homophobic slurs like “f—-t” to degrade them. Pernetti admittedly saw the video, and similar clips, in November, as did internal and external counsel. Some reports said Barchi also had seen any video, but a Rutgers statement yesterday implied he was aware of Rice’s actions but never saw the video until Tuesday. In November, Rice was suspended for three games, fined $50,000 and required to receive anger-management counseling.

DiversityInc CEO Luke Visconti, a member of the Rutgers Board of Trustees and of the Rutgers Board of Governors Standing Committee on Intercollegiate Athletics, said he was never informed about Rice’s anti-gay slurs or the fact that the video existed. Visconti says he had been told there was a disciplinary issue, which was addressed with the suspension.

Where’s the Accountability for Leadership?

“I am responsible for the decision to attempt a rehabilitation of Coach Rice,” said Pernetti. “Dismissal and corrective action were debated in December, and I thought it was in the best interest of everyone to rehabilitate, but I was wrong. Moving forward, I will work to regain the trust of the Rutgers community.”

Although Dr. Barchi said he did not see the video until this week, he is under scrutiny for not taking a more proactive role when Pernetti approached him about the need for disciplinary action against Rice. According to the New Jersey Star-Ledger:

Barchi never asked to see the video. … It wasn’t until late Tuesday that Barchi finally watched a DVD of the excerpts with Pernetti on the Piscataway campus. Amid growing outrage and calls from the governor to fire the embattled coach, the university president finally changed his mind about Rice, according to interviews with Rutgers officials.

Many are calling for the resignation of Pernetti, including DiversityInc readers, who responded to our initial coverage in “Why Did Rutgers Wait to Fire Coach After Anti-Gay and Abusive Actions?” For example:

• Due to their failures, university President Dr. Robert Barchi and Athletic Director Tim Pernetti should now be fired—especially Pernetti.

• Pernetti stating “Moving forward, I will work to regain the trust of the Rutgers community” is insufficient. He should not be given that opportunity to work to rebuild trust—he failed in his insufficient response to the long term misbehavior of his subordinate.

• I would guess that if Barchi and Pernetti had heard the coach use the n-word or the c-word to demean the school’s student players instead of antigay f-word pejorative the coach actually used, likely a fine, a three-day suspension, and an anger management class wouldn’t have even been considered adequate at all. I don’t see the difference between using a racist pejoratives, sexist pejorative, and anti-gay pejoratives: all pejoratives demean not only those who the terms are used against, but also demean known minority populations. Use of pejoratives by people drawing salary from the university shouldn’t be tolerated at all by the university’s management.

New Jersey Governor Chris Christie said he was “deeply disturbed” by Rice’s actions and expects Rutgers’ administration to provide a full explanation “as to why Mr. Rice was not dismissed sooner and how exactly that decision was made. If answers aren’t forthcoming, we are prepared to do what’s needed to get them for the people of New Jersey.”

The post Should Rutgers President and Athletic Director Resign After Coach Rice Scandal? appeared first on DiversityInc.

WOONSOCKET, R.I., April 3, 2013 /PRNewswire/ — The CVS Caremark Charitable Trust, a private foundation created by CVS Caremark Corporation (NYSE: CVS), announced today that $2.6 million in grants has been awarded to 66 non-profit organizations across the country to provide them with much-needed funding. The new grant recipients were chosen through the 2012 CVS Caremark Charitable Trust’s annual grant cycle. The awarded grants align with CVS Caremark’s purpose of helping people on their path to better health and focus on initiatives supporting access to health care and children’s programming.

To advance the CVS Caremark Charitable Trust’s efforts to improve the quality of health and well-being of underserved populations, grants were awarded to support innovative approaches that increase access to health care for underserved populations – including support for mobile health innovations that bring health care services to locations where people need them most.

Grants also align with CVS Caremark All Kids Can, a signature program of the CVS Caremark Charitable Trust and CVS Caremark, that is committed to helping children of all abilities to be the best that they can be by increasing access to specialized medical and rehabilitation services, and providing inclusive opportunities for physical activity, play and social enrichment.

“We are excited to help deserving non-profit organizations with the funding they need to create healthier outcomes in their local communities in 2013,” said Eileen Howard Boone, President, CVS Caremark Charitable Trust. ”All of the non-profit organizations we support share our purpose of helping people on their path to better health, and we are honored to recognize the important work they do to make a difference in the lives of children and families in the communities we serve.”

Funding from the CVS Caremark Charitable Trust will support the following key areas:

Access to Health Care
As the health care landscape continues to change, the CVS Caremark Charitable Trust is committed to funding programs that provide communities greater access to health care and medical services. Grants totaling more than $680,000 will support a wide range of services from wellness programs for military veterans to breast screenings for underserved woman. The California Schools Health Centers Association will use its grant to open three school-based health centers which will serve thousands of students in low-income communities in the Oakland area.

Coordinated Care
Of the $2.1 million, more than $285,000 will support programs that are implementing coordinated care for children with disabilities. By combining all medical and treatment services into one comprehensive plan, coordinated care can be highly effective, yet expensive. The May Institute was awarded a grant by the CVS Caremark Charitable Trust to expand access to effective treatment of autism for children in military families and to improve the coordination of their care.

Early Intervention
More than 25 percent of American children under the age of five are at risk for developmental delays or behavioral problems. Every year, 1.45 million children who are at risk for go unidentified and nearly as many children are eligible for early intervention services, but never receive them.  More than $400,000 will support programs that are responding to the need of early intervention services for children, including the Marcus Autism Center which was awarded a grant to implement eye-tracking technology to diagnose children with autism earlier, thereby creating greater opportunities for early intervention services.

Inclusion
By ensuring that all children, regardless of ability, have access to similar childhood experiences without segregation or differentiation, inclusion services are instrumental to a child’s successful growth and development. The CVS Caremark Charitable Trust is providing grants totaling more than $780,000 to expand inclusive opportunities for children of all abilities to be able to learn, play and succeed side-by-side, including a grant to the Rehabilitation Institute of Chicago to support adaptive sports programming for disadvantaged youth of all abilities.

In addition to the grants awarded by the CVS Caremark Charitable Trust, CVS Caremark provided more than $3 million in 2012 to support a variety of programs focused on making a positive impact in local communities, including:

• Nearly $600,000 in support of national partnerships with Easter Seals, VSA and Boundless Playgrounds that are focused on making a positive impact in the lives of children with disabilities.
• More than $550,000 to Pharmacy Schools for scholarship programs to support talented students.
• $475,000 to provide college scholarships to children of CVS Caremark colleagues.
• $150,000 in support of the CVS Caremark Volunteer Challenge Grant program which allows colleagues to apply for a grant on behalf of a non-profit organization they volunteer with.
• $130,000 to help aid disaster relief efforts for Hurricane Sandy, Hurricane Isaac, Tropical Storm Debby and Mid-Atlantic floods.
• $100,000 to the United Way of Rhode Island to support the BrightStars initiative which helps to give families in Rhode Island access quality child care, early learning and school-age programs.

The complete list of non-profit organizations awarded CVS Caremark Charitable Trust grants include:

Arizona

• Special Olympics Arizona, Inc.
• People of Color Network, Inc.

California

• Circle of Friends
• San Diego Public Library Foundation
• Support For Families Of Children With Disabilities
• California School Health Centers Association
• Health Mobile
• Promises2Kids Foundation
• California State University, Northridge Foundation
• Community Gatepath

Connecticut

• Hole In The Wall Gang Fund, Inc.
• Unified Theater, Inc.
• Hartford Hospital

District of Columbia

• National Children’s Museum
• Children’s Defense Fund
• Generations United, Inc.

Florida

• Communities In Schools Of Florida, Inc.
• Baptist Health South Florida Foundation, Inc.
• The Family Network On Disabilities Of Manatee Sarasota, Inc.

Georgia

• Georgians For A Healthy Future, Inc.
• Visiting Nurse Health System, Inc.
• Marcus Autism Center, Inc.

Illinois

• Center For Companies That Care
• Rehabilitation Institute of Chicago
• Chicago Zoological Society
• Gigis Playhouse, Inc.

Indiana

• Indiana Canine Assistant Network, Inc.

Iowa

• The Sparkle Effect, Inc.

Kansas

• Kansas University Endowment Association

Louisiana

• The SUNS Center

Maine

• MaineHealth

Maryland

• Baltimore Children’s Museum, Inc.
• Kennedy Krieger Institute

Massachusetts

• Boys And Girls Clubs Of Dorchester, Inc.
• Jewish Community Center Of Greater Boston, Inc.
• Home Care, Inc.
• New England Center For Children, Inc.
• May Institute, Inc.

Michigan

• Leslie Science & Nature Center
• St. Joseph Mercy Oakland

Minnesota

• Children’s Health Care Foundation
• Courage Center

Missouri

• United 4 Children

New Hampshire

• Crotched Mountain Foundation

New Jersey

• Community Hope, Inc.
• South Jersey Healthcare, Inc.
• Ladacin Network, Inc.

Nevada

• Future Smiles

New Mexico

• Las Cumbres Community Services, Inc.

New York

• Brooklyn Public Library
• Frost Valley YMCA

Ohio

• OSU Chabad House, Inc.
• Cleveland Clinic Foundation

Oklahoma

• Oklahoma Performing Arts, Inc.

Pennsylvania

• Carnegie Institute
• Klein And Stiffel JCCs
• Children’s Hospital Pittsburgh Foundation

Rhode Island

• Gloria Gemma Breast Cancer Resource Foundation
• Family Service Of Rhode Island, Inc.

South Carolina

• South Carolina Special Olympics
• The Regional Medical Center of Orangeburg and Calhoun Counties

Texas

• Special Olympics Texas, Inc.
• LaunchAbility

Utah

• University of Utah

Virginia

• Association Of Children’s Museums, Inc.
• Goochland Free Clinic And Family Services, Inc.

For more information on the CVS Caremark Charitable Trust, please visit http://info.cvscaremark.com/community/our-impact/charitable-trust.

About the CVS Caremark Charitable Trust

The CVS Caremark Charitable Trust, Inc. is a private foundation created by CVS Caremark Corporation (NYSE: CVS). CVS Caremark is the largest pharmacy health care provider in the nation. The Trust’s mission is to provide funding for health care, education and community involvement initiatives in CVS Caremark communities. General information about CVS Caremark is available through the Investor Relations portion of the Company’s Web site at http://investor.cvs.com or through the Web site’s press room at www.cvs.com/pressroom

CONTACT: Joanne Dwyer, 1-401-770-2898, jdwyer@cvs.com

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