• Before moving ahead, study the issue. Learn more about people with disabilities. A good way to start is to contact disability-related organizations for information. Contact your local Governor’s committee on Employment of People With Disabilities, Centers for Independent Living, State/Local Vocational Rehabilitation Agencies, and organizations and agencies that serve or represent specific disabilities. Many of these organizations want to assist the business sector, and some provide free training and literature.
• Talk to people with disabilities in your company and ask for their ideas and input.

2. Develop a Plan

• Establish a system for educating and sensitizing all levels of your workforce to the value of hiring people with disabilities.
• If you have a diversity training program, make sure that employees with disabilities are included in this effort.

3. Consider the Following Action Items:

• Recruitment and Outreach
  • Even before positions open, seek out opportunities to develop relationships with organizations, agencies, and programs that represent or train people with disabilities. Participate or increase participation in summer internships or similar programs to increase the flow of qualified individuals with disabilities in the “pipeline.” · When a position is approved for external hire, seek out qualified professional organizations that represent and serve people with disabilities.
  • When contracting with a retainer or contingency search firm, develop the contract to include qualified people with disabilities in the search. The contract should outline the steps that will be implemented to locate qualified people with disabilities.
  Development and Planning
  • When task forces or other special committees are established, they should include people with disabilities. Monitor to ensure that internal developmental programs are available to employees with disabilities. Provide employees with disabilities candid and prompt feedback on their performance.
  • When providing training or other off-site activities, make sure that they are accessible to employees with disabilities.
• Compensation and Recognition
  • Monitor bonuses and stock awards so that consistent job-related standards are applied.
  • Monitor appraisal and total compensation systems so individuals with disabilities are treated without discrimination.

Diversity as a Recruitment Strategy
(By Sarah Fister Gale of Workforce Management)
United Technologies Corporation’s diversity programs include mentoring, forums for women and minorities, and training

We compete for the best talent from all cultures and genders,” says Ossie Reid, Director for Diversity at United Technologies. The company strives to be rated on business magazine best-employer lists. To achieve that, it has to offer a culturally diverse environment. In response to changing employee demographics, United Technologies introduced diversity programs in the early 1990s.

Large Company
Name: United Technologies Corporation
Location: Hartford, CT Business: Provides high-technology products and support to building systems and aerospace industries.
Employees: 68,000 U.S.; 153,800 Worldwide

Affirmative-action laws demanded that the company employ people from a variety of races and religions, he says. The diversity programs, which include mentoring, forums for women and minorities, and training, ensure that everyone feels appreciated and supported in the UT culture. And Reid is not just concerned about diversity related to cultural makeup. Intellectual diversity is just as important, he says. “People with varied educations and philosophies bring different experiences to the table. It makes the company more flexible.”To create an environment that accommodates cultural, religious, and intellectual diversity, his department’s primary focus is on inclusion. “We want to make sure everyone has an opportunity to participate in the organization, regardless of their gender, background, or race.”The diversity group is involved with succession planning and performance appraisal training. It offers scholarship programs, relocation services, and a hotline for help with personal and family issues through the EAP. It also sponsors forums and symposiums for women and monitories throughout the company to celebrate employees and create mentoring networks. Because of these efforts, UTC received the Department of Labor’s Opportunity 2000 award for advancement of women and minorities in the workforce. “We’re proud to have created an environment that draws upon the experience of so many individuals, and that can only expand the possibilities for our customers and employees alike,” Reid says.In the future he hopes to add diversity modules to the emerging-leaders training program that employees take at the University of Virginia business school. “It’s a big opportunity for leaders to have the right discussions about what is expected of them.”Reid sees all of these programs as critical to the company’s success. “We work our people pretty hard, so they need to be in a place where they feel comfortable.” IT isn’t an easy task in a conservative New England city. “Hartford is tough, especially for single people. It can be very cliquish.”As part of its diversity program, UTC contracts with FCWDC’s Life Choices hotline. Employees can use the service for information about places to go after work or perhaps to learn about an alumni group in the area. It’s all part of the effort to create a supportive and diverse environment.“When we lose people because they aren’t happy, it costs us a lot of money,” Reid says. UTC’s scholarship program, for example, covers complete tuition for degree programs and gives employees $10,000 in stock options when they graduate. “If they leave, we lose that investment.

”Union Workers Are Skeptical

Employee reaction to the programs has been promising. Utilization rates of the Life Choices program range from 13-25 percent, two to three times better than the established “best-practice rate” for this kind of service, Reid says. The higher you go in the company, the more likely employees are to take advantage of the diversity programs, he says. Utilization by corporate personnel is 25 percent. “There’s a lot of pressure on corporate, and they will take advantage of any service that they think will benefit them.”Union employees, on the other hand, are more reluctant to use the programs. There is still a fear that if they use EAP services of any kind, “corporate will know their business,” he says. “It’s a very macho environment, especially for a technology-driven company.”To increase use among union workers, Reid stepped up marketing efforts, better explaining what the program offers and how it works. He also sent home informational postcards to employees’ spouses. “Some employees don’t take materials home, so spouses have no idea that the service is available.” Reid says in the weeks following the postcard mailing, calls to the Life Choices hotline went up dramatically.



Traditional Recruitment Tools Can Work for Diversity:
Strategies For Creating Efffective Diversity Ads
(Condensed From the Article By Tracey deMorsella
Managing Producer of www.tmastaffing.com)
Read On To Learn:
Benefits to using diversity recruitment advertising
Elements of good diversity recruitment advertising
Types of diversity advertising and when to use them
Common mistakes to avoid with your diversity recruitment ads

The creation and evolution of cable television has revolutionized television advertising. By creating networks and shows for almost every target market imaginable, advertisers have been able to fine-tune their messages to address the specific needs of various target groups. This has led to a dramatic increase in the success of their advertising efforts.As with broadcast advertising, the recruitment advertising industry has undergone some significant developments as a result of the development and evolution of the Internet. The dramatic growth of minority populations in the US over the past decade has also contributed to this evolution. As a result of this population shift, there is a demand for the creation of media targeting these ethnic populations and significant opportunities for employers who use advertising as part of their diversity recruitment strategy.

Benefits of Diversity Recruitment Advertising

While advertising employment opportunities through traditional channels, like major newspapers and large-scale job boards, plays an important role in recruitment, delivering targeted messages that speak to the needs of the minority job seekers you are trying to reach is the best way to attract a diverse slate of candidates for your employment opportunities and ultimately enhance the diversity of your workforce.In addition to increasing and diversifying your pool of applicants, diversity recruitment advertising can enhance diversity in your employment brand. Some employers make the mistake of assuming that a positive image with their product or service translates into a positive image as employers that embrace diversity. Diversity recruitment advertising can be an effective tool for ensuring that diversity is an important part of our organization’s overall brand image. It can also counter the impact of negative events, discrimination lawsuits, and rumors of individual incidents by reinforcing positive perceptions with image advertising.

Elements of Good Diversity Recruitment Advertising

Recruitment advertisements should sell more than just the position opening. They should also inform job seekers about your organization’s culture and the people who work there. If you want to attract skilled and talented minority applicants, your recruitment advertisement must deliver the message that your organization embraces diversity.Diversity print advertisements should be inclusive and position your company as one where minority employees are welcome, thrive, and do not stagnate. Mentioning awards, work/life perks, diversity milestones, community outreach, or recognition that your organization has received for being a great place to work is a great way to accomplish this.If you want your diversity recruitment advertisements to be successful, those involved with constructing your diversity recruitment advertisements must have a good understanding of the target markets you are trying to penetrate. This can be accomplished by gathering input and research to identify what is important to the potential candidates you are targeting and then integrate the key motivations uncovered into your advertising. Not doing so often results in wasted money, embarrassment, and the possibility of alienating the very minority groups whom you were seeking to reach.When building a visual identity that communicates the importance of diversity within your organization, use images that show the various ranges of diversity that exist within it. The average reader is likely to respond negatively to an advertisement in which the company asserts that it embraces diversity if diversity is not reflected in that advertisement. It sends a message that the reader is not wanted in that organization.While it is easier and more cost-effective in the short-term to deliver the same message to various target audiences, you can bolster the quantity and quality of your candidates from diverse backgrounds by tailoring messages to address the needs of specific target audiences.

Types of Diversity Advertising

One of the most effective diversity recruitment advertisement tools is the profile advertisement. These ads introduce potential employment applicants to a real person or people in your organization. Use descriptions that include traits you desire in potential employees. This also imprints on potential applicants that you have top performers working for you. When using this form of advertisement, select people who have longevity in your organization and are successful. Include the employee’s name and title and, if possible, a quote from the employee stating how your organization helped them to become a success.Using minority employees in your advertisements demonstrates that your organization is one in which people like them (from their ethnic group or race) can thrive. Recruitment advertisements that focus on or profile one individual are very effective when advertising in a publication that targets one nationality. This type of advertising also works well with banners on the Internet.For targeted ethnic recruitment aimed at a specific career specialty, nothing beats ethnic career journals and publications. They often offer a variety of ways for you to get your opportunities out. Some ethnic professional associations not only publish national newsletters and journals for their members, but regional ones as well. Most of these associations also have national and local websites within online discussion lists that are used to promoted employment opportunities.Sometime budgets don’t allow for the luxury of having tailored messages for every group you are targeting. Not to worry. Diversity ads for general audiences can be designed to include a strong message of inclusion along with career issues of general interests. Demonstrate the diversity of your organization on your recruitment advertising by showing people of different ethnic backgrounds, functional levels, heights, weights, genders, and ages. Make sure that the images relay that the organization is proud to have these employees and that they are proud to work there. These types of advertisements are often effective because no one seeing your advertisement is likely to feel excluded; and it will not look out of place in publications targeting minorities.

Four Common Diversity Recruitment Advertising Mistakes to Avoid

1. When targeting minority professionals, avoid advertisements that may hold greater appeal to minorities who have less education. Doing so could have these potential job applicants feeling that the advertisement is stereotyping, which often leads to resentment at being targeted with these advertisements. Avoid using the word “qualified” in your diversity recruitment advertising, as it tends to turn off many diverse candidates. Use images with which targeted minorities are likely to identify.
2. Whether you are targeting candidates from diverse backgrounds or not, it is important that you include an EEO statement in your ads.

Quick Reference to Interviewing Persons With Disabilities
(Contributed by Evelyn Kaiser)

Hiring the right person for the right job starts with conducting an effective job interview. As in any interview, you are interviewing a person with skills and abilities to determine if that individual is the best fit for your job opening. The following guidelines ensure that persons with disabilities are afforded a fair and equitable opportunity to present their job qualifications.

Preparing for the Interview

1. Your company’s application and interviewing procedures should comply with the Americans with Disabilities Act (ADA). The ADA prohibits disability-related questions or medical exams before a real job offer is made. Make sure your company’s employment offices and your interviewing location(s) are accessible to applicants with mobility, visual, hearing, or cognitive disabilities. Be willing to make appropriate and reasonable accommodations to enable job applicants with disabilities to present themselves in the best possible light. When setting up the interview, explain what the hiring process involves and ask individuals if they will need reasonable accommodations for any part of the interview process. Tips: For example, if a person who is blind states he or she will need help filling out forms, provide the assistance. Provide an interpreter for an applicant who is deaf if he or she requests one. Provide details or specific instructions to applicants with cognitive disabilities if this type of accommodation is required. Do not let a rehabilitation counselor, social worker, or other third party take an active part in or sit in on an interview unless the applicant requests it.
2. Make sure that all questions asked during the interview are job-related. Speak to the job’s essential functions as well as why, how, where, when, and by whom each task or operation is performed. Tip: Do not ask whether or not the individual needs an accommodation to perform these functions because such information is likely to reveal whether or not the individual has a disability. This is an ADA requirement to ensure than an applicant with a disability is not excluded before a real job offer is made.

Conducting the Interview

1. Relax and make the applicant feel relaxed. Don’t be afraid of making mistakes. Remember that candidates are expected to assume an equal share of the responsibility for making your interaction with them successful. Do not speculate or try to imagine how you would perform a specific job if you had the applicant’s disability. The person with a disability has mastered alternate techniques and skills of living and working with his or her particular disability. If the applicant has a known disability (either because it is obvious or was revealed by the applicant), the employer may ask an applicant to describe how he or she would perform a certain job function if it is an essential part of the job. In addition, the employer may ask the individual if he or she needs reasonable accommodation and, if so, what type of accommodation. Remember, all questions should be job-related and asked in an open-ended format. Concentrate on the applicant’s technical and professional knowledge, skills, abilities, experiences, and interests, not on the disability. Remember, you cannot interview a disability, hire a disability, or supervise a disability. You can interview a person, hire a person, or supervise a person. Disability-related questions and medical examinations are prohibited under ADA at the pre-employment offer stage. After a real job offer is made, the offer may be conditioned on the results of disability-related questions and/or medical examinations, but only if the examination or inquiry is required for all entering employees in similar jobs and only if all medical information is kept confidential.
   
   Tip: Disability-related questions and medical examinations at the post-offer stage do not have to be related to the job. However, if the offer is withdrawn, the employer must show that the individual could not perform the essential function of the position or would pose a direct threat. If testing is part of the interview process, make sure the test does not reveal information about physical or mental impairments (i.e., make sure it is not a medical examination). Other tests that demonstrate the applicant’s ability to perform actual or simulated job tasks are permitted under the ADA.
   
   Tip: Inform the applicant before the interview that a test will be part of the interview process. The applicant can then request an accommodation such as a different format for written tests.
2. If you are not prepared to make a commitment to hire the candidate immediately, the usual reasons given to applicants who are not hired at the close of the interview apply: “Thank you for coming in. We will notify you in a few days of our decision,” “It will be necessary for you to talk with the supervisor in charge of that unit,” “The boss isn’t available today,” and so on.

Myths and Facts About People With Disabilities

Myths are roadblocks that interfere with the ability of persons with disabilities to have equality in employment. These roadblocks usually result from a lack or experience and interaction with persons with disabilities. This lack of familiarity has nourished negative attitudes concerning employment of persons with disabilities. Listed below are some common myths and the facts that tell the real story.

Myth: Hiring employees with disabilities increases workers’ compensation insurance rates.
Fact: Insurance rates are based solely on the relative hazards of the operation and the organization’s accident experience, not on whether workers have disabilities.

Myth: Employees with disabilities have a higher absentee rate than employees without disabilities.
Fact: Studies by firms such as DuPont show that employees with disabilities are not absent any more than employees without disabilities.

Myth: Persons with disabilities are inspirational, courageous, and brave for being able to overcome their disability.
Fact: Persons with disabilities are simply carrying on normal activities of living when they drive to work, go grocery shopping, pay their bills, or compete in athletic events.

Myth: Persons with disabilities need to be protected from falling.
Fact: Persons with disabilities have a right to participate in the full range of human experiences including success and failure. Employers should have the same expectations of, and work requirements for, all employees.

Myth: Persons with disabilities are unable to meet performance standards, thus making them a bad employment risk.
Fact: Some years ago, DuPont conducted a survey of 811 employees with disabilities and found that 90% rated average or better in job performance compared to 95% for employees without disabilities. A similar DuPoint study involving 2,745 employees with disabilities found that 92% of employees with disabilities rated average or better in job performance compared to 90% of employees without disabilities. These study results are comparable.

Myth: Persons with disabilities have problems getting to work.
Fact: Persons with disabilities are capable of supplying their own transportation by choosing to walk, use a car pool, drive, take public transportation, or a cab. Their modes of transportation to work are as varied as those of other employees.

Myth: Persons who are deaf make ideal employees in noisy work environments.
Fact: Loud noises of a certain vibratory nature can cause further harm to the auditory system. Persons who are deaf should be hired for all jobs that they have the skills and talents to perform. No person with a disability should be prejudged regarding employment opportunities.

Myth: Considerable expense is necessary to accommodate workers with disabilities.
Fact: Most workers with disabilities require no special accommodations and the cost for those who do is minimal or much lower than many employers believe. Studies by the Office of Disability Employment Policy’s Job Accommodation Network show that 15% of accommodations cost nothing, 51% cost between $1 and $500, 12% cost between $501 and $1,000, and 22% cost more than $1,000.

Myth: Employees with disabilities are more likely to have accidents on the job than employees without disabilities.
Fact: In the DuPont studies cited above, the safety records of both groups were identical.

Tracking the Value of Diversity Programs
(By Fay Hansen of Workforce Management)

The shortage of documented financial or performance results for diversity programs makes it difficult to determine what works and what doesn’t. Are there any models for companies to follow? Not yet, says Guillermo Hysaw, Vice President for Diversity for Toyota Motor Sales, USA. Hysaw, who is managing his company’s newly announced 10-year, $7.8 billion diversity initiative, freely admits that he’s not sure whom to benchmark against. “Nobody is doing an outstanding job in diversity,” he says. Here’s a brief look at how five companies - all among the largest and most successful in their industries - structure and evaluate their diversity programs.

Ryder System, Inc. Ryder, a logistics, supply-chain, and transportation giant, runs an extensive diversity program for its 30,000 employees. Ryder measures the return on its program by tracking litigation costs and the number of women and members of minority groups hired and promoted in key jobs throughout the company. “Since the initiation of these programs, litigation costs have dropped dramatically,” says Gerri Rocker, Director of Corporate Diversity for the Miami-based company. The company uses a scorecard for each business unit that includes a diversity component, with specific targets for hiring and promoting women and people of color. Senior leadership bonuses are tied to meeting these targets.Ryder requires diversity training for all employees that “focuses on respecting and valuing all aspects of employees’ beliefs and backgrounds, not only differences of race, gender, ethnicity, and sexual orientation, but also individual talents, ideas, and experiences,” says Rocker. “Differences are seen as working assets, which enhance Ryder’s credibility, business operations, and customer service.” An additional round of training for all managers and supervisors promotes skills for managing differences within heterogeneous groups and pushing employees toward quality performance. The program also teaches litigation avoidance by describing scenarios and behaviors that put the company at risk of lawsuits and advising how to prevent them.

Goldman Sachs Group. “Our senior executives have said that diversity is a strategic imperative,” says Laura Liswood, senior adviser for diversity at the New York-based investment banking firm. “At Goldman, it’s assumed that diversity is a good business practice, and we put a lot of resources into it.” Goldman Sachs’ diversity program includes a centralized staff of half a dozen people, plus senior leaders within each division. The company relies on its in-house staff and rarely calls in consultants. “It takes a lot of looking within an organization’s diversity program to find the challenges, and most consultants can’t get under the skin of an organization to that level,” Liswood says. “It has to be a largely internal process.” Goldman includes a diversity component in performance evaluations and assessments of corporate leaders, with results reflected in their compensation.

PricewaterhouseCoopers. The world’s largest accounting firm, with headquarters in New York City and 125,000 employees, sees diversity as a marketing imperative. “We find that more and more of our clients are demanding that our partners and staff - involved in securing new business as well as delivering the work - reflect the diversity within their organizations,” says Toni Riccardi, Chief Diversity Officer. “It is as much a part of the price of admission for winning and sustaining new business as other core differentiating factors. We measure our return on investment against very specific metrics focused on recruiting, retention of our top performers, and employee satisfaction.

”New York Life Insurance. New York Life, the largest mutual life insurance company in the United States, runs an extensive diversity program focused on recruitment and retention of minority candidates. “The Human Resources Department establishes annual diversity goals in each department and, with the help of diversity officers in each unit, monitors a department’s hiring and promotional activity,” says Angela Coleman, Vice President of Human Resources. An executive management committee tracks diversity objectives by reviewing monthly and quarterly reports for each unit. Diversity is one of 15 components in performance evaluations for managers. “It’s hard to quantify financial results,” Coleman says. “We don’t approach diversity in terms of a dollar return on investment.

”Cendant Corporation. Cendant, a vast real estate services company, launched its diversity program as part of a broader “employer of choice” initiative. The company appointed a diversity committee commissioned by the CEO, and then named a Vice President for Diversity in 2002. “Each of our business units has at least one representative who is responsible for diversity initiatives,” says Kathy Andreasen, Vice President of Human Resources for the New York City-based company. “The return on the resources dedicated to this effort is measured in number of hires, the volume of our services that are provided by minority suppliers, the volume of business generated by our multicultural marketing initiatives, the number of minority franchisees, and other measures.”

Dulles Chapter Community Organization Presenters

Training Futures
Activity: 22-week office skills training program for low income adults seeking higher paying careers
Contact: Maria Burton
Info: mburton@nvfs.org | (703) 448-1630

Workforce Development, Northern Virginia Community College (NVCC)
Activity: Utilizes WorkKeys assessment system and job profiling to help organizations develop a learning strategy.
Contact: Ellen Gray
Info: egray@nvcc.edu | www.nv.cc.va.us | www.ced-nvcc.com/WorkKeys | (703) 323-3251

Office of Continuing Education, Northern Virginia Community College (NVCC), Annandale
Activity: Provides courses in occupational Spanish for non-Spanish-speaking professionals. Offers TRiP (Technology Retraining internship Program) to equip non-IT professionals with basic technical skills and advanced computer competencies.
Contact: Felecia Blakeney
Info: fblakeney@nvcc.edu | www.ced.nvcc.com/spanish.htm |
www.ced-nvcc.com/tripweb/index.html | (703) 323-3102

Job Corps
Activity: Nation’s largest residential, education, and job training program at at-risk youth.
Contact: Archie Whitehill
Info: www.jobcorps.org | awhitehill@appcouncil.com

ServiceSource
Activity: Partners with businesses to expand work opportunities for people with disabilities and prepare individuals for transition into the workforce.
Contact: Carol Johnson or Roz Harper
Info: Carol Johnson: cjohnson@ourpeoplework.org | Roz Harper: (703) 461-6141

Didlake, Inc.
Activity: Assists people with disabilities to find employment opportunities by offering screening, job training, and continued support.
Contact: Eleana Boyer
Info: (703) 361-4195

Lake Anne “One Stop” SkillSource Center
Activity: “One-stop resource” for skills assessment, career training, job placement, personalized counseling, interview and resume preparation, and job search assistance.
Contact: Jane Brill
Info: Jane.brill@fairfaxcounty.gov | (703) 787-4974

VA Department of Rehabilitative Services Vocational Rehab Program
Activity: Rehab engineer focused on assisting employers with reasonable accommodation through home modifications related to employment, changes to the physical worksite, tools to complete tasks, new processes, or enhancements to the task itself.
Contact: Suzanne Simpson
Info: Contact through Evelyn Kaiser at (703) 277-3511 or kaiserev@drs.state.va.us

MetroTech
Activity: Matches job seekers who have been laid off with job vacancies in the IT and biotech fields. Provides pre-approved training at no cost to employers
Contact: Vince Zupan
Info: www.metrotechitjobs.com | (703) 533-5754

Quick Reference Resources

Employment Resources

DisabilityInfo.gov
This is the federal government's one-stop Web site for people with disabilities, their families, employers, veterans and service members, workforce professionals and many others.
www.disabilityinfo.gov

Virginia Department of Rehabilitative Services (DRS)
8004 Franklin Farms Drive
Richmond, VA 23288
(800) 552-5019
www.vdrs.org

Loudoun EDC Workforce Services Guide:  http://loudoun.vhost.vipnet.org/edc/workforce.htm

Fairfax County Economic Development Authority publication regarding Employment Services:
http://fairfaxcountyeda.org/publications/Employment_services.pdf

VA Department for the Blind and Vision Impaired (DBVI)
397 Azalea Avenue
Richmond, VA 23227
(800) 622-2155
www.dbvi.org

Fairfax County EDA website regarding Education/Workforce Training:
http://www.fairfaxcountyeda.org/educ_workforce.htm

Accommodations

The Job Accommodations Network (JAN) West Virginia University
P.O. Box 6080
Morgantown, SWV 26506
www.janweb.icdi.wvu.edu

Tax Credits

Internal Revenue Service
www.irs.gov/bus_info/index.html

Information and Technical Assistance on the Americans With Disabilities Act (ADA)

ADA Information Center
451 Hungerford Drive
Suite 607
Rockville, MD 20850
(800) 949-4232
www.adainfo.org

Website Accessibility

Bobby 3.2 - Free service to help Webpage authors identify and repair significant barriers to access by individuals with disabilities
www.cast.org/bobby/

Other Important Resources

Office of Disability Employment Policy
1331 F Street, N.W.
Suite 300
Washington, D.C. 20004
(202) 3676-6200
www.dol.gov/dol/odep/

Society for Human Resource Management
1800 Duke Street
Alexandria, VA 22314
(703) 548-3440
Diversity Tool Kit: www.shrm.org

General Diversity Recruiting

Roadmap to Success: 5 Steps to Putting Action Into Your Affirmative Action Program by Thomas H. Nail and Cornelia Gamlem, 2004, $29.95 at www.gemsgroup-hr.comThe 38-page Appendix B Positive Outreach and Recruitment contains a directory of resources that companies may find useful in their positive outreach and recruitment efforts. This resource is organized into three broad categories:

• Colleges and universities that have a large proportion of minority students National associations and organizations that represent the interests of minorities, women, the disabled, and veterans
• Examples of local agencies, social service agencies, or human service agencies that may be available in the community

Under each category, the authors offer suggested ways in which to build relationships with these sources.