STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022
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CO NTENTS STATEMENT FROM THE CHIEF DIVERSITY OFFICER The Office of Diversity, Equity, and Inclusion (ODEI) was 4 Preamble established by the inaugural Chief Diversity Officer on July 17, 6 Goal 1: Driving Excellence 2017 to provide university-wide leadership to diversifying the 8 Goal 2: Inspiring Students faculty, staff, curriculum and programming to create an inclusive campus environment for all. The ODEI is thus charged with 12 Goal 3: Impacting Communities setting the tone for shaping a diverse and inclusive environment 14 Goal 4: A High-Performing University through partnerships and collaborations that contribute to 18 Acknowledgements attaining the university’s diversity, equity, and inclusion goals as outlined in Breaking Through: 2017-2022; A Strategic Plan for the University ofWyoming. ODEI Vision Statement The Office of Diversity, Equity, and Inclusion strives to make the University of Wyoming a leading institution where people of all identities, diverse perspectives, and life experiences encounter a welcoming environment where inclusivity, multiplicity, fairness, and parity are steadfast values. ODEI Mission Statement The mission of the Office of Diversity, Equity, and Inclusion is to promote inclusive excellence through: • Providing educational opportunities and diversity workshops that raise awareness, knowledge, and skills • Supporting the recruitment and retention of diverse students, faculty, and staff • Facilitating an inclusive campus community that promotes student success through partnerships and collaborations within and around the university community • Solidifying the University of Wyoming’s commitment to valuing and expanding a welcoming, diverse, inclusive and equitable environment that builds a better university, state, nation, and world The Chief Diversity Officer was charged with establishing and leading a Council on Diversity, Equity, and Inclusion. The role of this council is to provide recommendations to the Chief Diversity Officer; assist with the creation and evaluation of strategic initiatives; and work collaboratively across all areas of campus to make progress toward achieving UW’s diversity, equity, and inclusion goals. The University of Wyoming Strategic Diversity, Equity, and Inclusion Plan was developed with the council’s contributions and support.
PRE AM B LE The overarching priorities that emerged from all of the above resources are: 1. Recruit, hire, and retain diverse faculty and staff 2. Recruit, enroll, retain, and graduate diverse undergraduate and graduate students The University of Wyoming values a wide range of cultural perspectives, experiences, and opinions that are important for 3. Expand an inclusive campus community environment educational excellence and critical for preparing students for future success. Through this Strategic Diversity, Equity, and 4. Improve communication regarding diversity, equity, and inclusion Inclusion Plan, we strive to make UW a place that values, celebrates, manifests, and supports all aspects of diversity, equity, 5. Provide more diversity education for the campus community and inclusion. Using this information the Council on Diversity, Equity, and Inclusion developed UW’s Diversity, Equity, and Inclusion Creating an environment of inclusion and advancing issues of diversity and equity will dynamically enrich the university’s Vision and Mission Statements as follows: collective scholarly productivity and creativity and provide opportunities to strengthen our connections with the surrounding community. We strive to be a resource and leader among the State’s colleges and establish partnerships with UW Diversity, Equity, and Inclusion Vision Statement them that build statewide collaborations to promote diversity, equity, and inclusion throughout Wyoming. This plan lays the Develop a community of lifelong critical thinkers who are culturally competent leaders and citizens who facilitate and foundation for the University of Wyoming to be a leader among higher education institutions in the Rocky Mountain Region maintain equitable, inclusive, and diverse opportunities in Wyoming, nationally, and globally. in designing and implementing diversity, equity, and inclusion initiatives. UW Diversity, Equity, and Inclusion Mission Statement UW Strategic Diversity, Equity, and Inclusion Plan Development Advance opportunities throughout the university community that create and promote an environment with a shared In developing the University of Wyoming Strategic Diversity, Equity, and Inclusion Plan, UW historical documents value for diversity, equity, and inclusion for human variation in ability, age, country of origin, culture, economic class, related to diversity, equity, and inclusion were reviewed that include the following: The 2007 UW Diversity Statement, ethnicity, gender identity, immigration status, race, religion, sexual orientation, worldview, and other ways we all prior UW Presidents’ messages to the campus community, the April 8, 2016 Update on Diversity Efforts, the Office contribute to the rich diversity of Wyoming and the world. of Multicultural Affairs feedback from the November 10, 2016 Town Hall Meeting, meeting notes from the 2016 UW Diversity, Inclusion, and Internationalization Listening Session from October – November 17, 2016, and President Applying these same resources, the council developed a shared definition of diversity, equity, and inclusion. Research Laurie Nichols’ campus-wide communications that address diversity, equity, and inclusion from November 14, 2016 to indicates that it is important for institutions to establish shared definitions of these terms to coordinate efforts. These December 11, 2017. shared definitions are as follows: The Chief Diversity Officer (CDO) began having individual meetings to gather feedback from the campus community Diversity – the full array of individual differences we all have in regards to ability, age, country of origin, culture, starting on July 18, 2017. Additionally, the CDO had several individual interviews with President Nichols’ Executive economic class, ethnicity, gender identity, immigration status, political affiliation, race, religion, sexual orientation, Team, President of Faculty Senate, President of Staff Senate, President and Vice President of the Associated Students of worldview, and other ways we may be unique but also similar to one another. Diversity includes everyone to facilitate the University of Wyoming (ASUW), College Deans, Faculty, Directors, Staff, and Students. Input was also taken from the expansion of a welcoming and nurturing environment for discovery, inquiry, and learning that enriches UW’s eight sessions of constituent-focused “Conversations with the Chief Diversity Officer.” academic environment. Our diversity goal is to increase diversity as expressed through all the means listed above. The eight sessions of “Conversations with the CDO” included four open sessions for students, faculty, staff, and Equity – creating opportunities and ongoing support for historically marginalized or underrepresented populations community members respectively. These were conducted separately to gather information specific to each group. The (racial/ethnic minorities, women, persons with disabilities, etc.) to have access to and participate in opportunities in remaining four sessions were held with student athletes and coaches, Keepers of the Fire, Multicultural Affairs Student the classroom, employment, and other university programs and activities that can close the achievement, economic, Town Hall, Rainbow Resource Center, College Republicans, Spectrum, and numerous individual students, faculty, staff, and overall success gaps among diverse groups. Our equity goal is to actively challenge and respond to discrimination, and community members. In addition, the CDO attended various college, department, area, and unit meetings such harassment, and bias. We also commit to a policy of equal opportunity and nondiscrimination. as the College of Engineering, Wyoming Institute for Disabilities, School of Culture, Gender, and Social Justice, Social Justice Research Center, etc. from August 2017 – December 2017. Also available was data from an ODEI online survey Inclusion – ongoing engagement and support to address the campus climate and culture to create and maintain an open from August 8, 2017 to November 3, 2017. There were 120 respondents representing students, faculty, staff, and environment where diverse, marginalized, and underrepresented populations feel welcome as active participants in the community members. The CDO and Council on Diversity, Equity, and Inclusion utilized all this information to develop campus community. This engagement and support includes the curricular and co-curricular education, employment, this plan. as well as university programs, academic units, and activities in the surrounding community. Our goal is to create an environment where differences are welcomed and differences in perspectives and opinions are respectfully listened to and heard. We commit to creating an environment where every individual feels a sense of belonging. The goals of the UW Strategic Diversity, Equity, and Inclusion Plan align with the goals of the Breaking Through: 2017- 2022; A Strategic Plan for the University ofWyoming. 4 | STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022
Performance Indicators 2017 Baseline 2022 Target Initiative Leader(s) JOIN TOGETHER AS AN INTELLECTUAL GOAL COMMUNITY ALREADY RENOWNED FOR ITS REGIONAL, NATIONAL AND GLOBAL Create a post-doctoral teach/ research fellowship program for No program Create a pipeline to faculty and Office of Diversity, Equity, and ON E RELEVANCE AND IMPACT BY FOSTERING graduates coming from diverse administrative Inclusion AND REWARDING EXCELLENCE IN colleges and universities who leadership hires demonstrate a commitment to at UW with two TEACHING, SCHOLARSHIP, INNOVATION, Driving Excellence AND CREATIVE ENDEAVOR. diversity, equity, and inclusion to three per year in their research and/or service participating for creating a pipeline to recruit 10 alumni from the diverse employees for UW program • Create on-campus diversity, equity, and inclusion professional development opportunities for UW faculty and staff in leadership roles Expand opportunities and Currently grant Create new and School of Culture, • Expand and enhance campus diversity, equity, and inclusion professional development opportunities for faculty and support for faculty whose opportunities expand current Gender, and Social staff that support the university’s values, policies, and student achievement goals research centers on diversity, are not opportunities for Justice • Develop a community of scholars to promote research opportunities in the areas of diversity, equity, and inclusion equity, and inclusion forwarded to support including faculty or staff developing a and in a targeted coordinated effort Performance Indicators 2017 Baseline 2022 Target Initiative Leader(s) or coordinated to notify faculty Social Justice manner and and staff of funding Research Center Implement an annual One workshop One annual Office of Diversity, there is no and presentation diversity workshop for Deans, workshop for a total Equity, and formal support opportunities Department Heads, Executive of five workshops Inclusion or presentation Leadership, and Unit Leaders conducted mechanism Implement an online diversity No formal All newly hired Office of Diversity, Explore Social Justice degree Research best Degree program School of Culture, education course for faculty and UW diversity and current faculty Equity, and programs at the undergraduate practices and approved Gender, and Social staff education for and staff complete Inclusion and graduate levels including design the and ready for Justice employees the online EVERFI online course offerings academic recruitment diversity and programs inclusion course Create diversity education Three Two or more Office of Diversity, workshops accessible through workshops created per year for Equity, and Zoom and/or WyoCloud a minimum of 10 Inclusion technology for faculty and staff online workshops Implement a Diversity, Equity, None Completion of 100 Ellbogen Center and Inclusion (DEI) Certification faculty, staff, and for Teaching and program for faculty, staff, and graduate students Learning graduate assistants 6 | STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022 STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022 | 7
Performance Indicators 2017 Baseline 2022 Target Initiative Leader(s) GOAL INSPIRE STUDENTS TO PURSUE A PRODUCTIVE, ENGAGED AND Develop a CDO paid internship program providing graduate No internship program Two students per year enrolled in the Office of Diversity, Equity, and T WO FULFILLING LIFE AND PREPARE THEM and undergraduate students the internship program Inclusion TO SUCCEED IN A SUSTAINABLE opportunity to work with the Office of Diversity, Equity, and GLOBAL ECONOMY. Inspiring Students Inclusion to support campus- wide initiatives such as the Social Justice Research Center, Wyoming Latina Youth Conference, Native • Implement processes to graduate students with cultural competence American Summer Institute, • Develop employment and internship opportunities for students to work with diverse populations and on issues Inclusive Leadership Program, and of diversity, equity, and inclusion other UW pipeline, recruitment, • Enhance and promote a welcoming environment for underrepresented and diverse students through recruitment, and retention programs retention, and support programs Expand opportunities for No formal Implement an Office of Global international and domestic engagement international and Engagement Performance Indicators 2017 Baseline 2022 Target Initiative Leader(s) student engagement program domestic student engagement Develop culturally competent Explore cultural Findings School of Culture, program students with a focus on competence implemented Gender and Social curriculum/requirements to curriculum, and curricular Justice Recruit and enroll international Currently Increase enrollment Office of ensure that UW graduates are graduation requirements students utilizing partnerships, there are 791 to 1,050 for Enrollment culturally competent leaders and requirement, established to collaborations, and global international international Management members of their communities and assessment ensure cultural engagement programs students who students who and society models competent represent 6.4% would represent graduates total student an increase to 8.5% enrollment of total student Develop culturally competent No intentional Participation in an Office of Diversity, enrollment students with a focus on co- ongoing intentional co- Equity, and curricular engagement, such as co-curricular curricular diversity Inclusion Recruit and enroll Currently there Increase enrollment Office of an Inclusive Leadership Program, diversity and and inclusion underrepresented undergraduate are 1,686 under- to 2,295 for Enrollment diversity workshops, an online inclusion program required and and graduate students utilizing represented underrepresented Management diversity and inclusion course as programs for for all students partnerships, collaborations, and students who students who part of the ongoing co-curricular students Division of Student support for pipeline programs, represent 13% would represent courses administered by Student Affairs Historically Black Colleges and total student an increase to 17% Affairs such as AlcoholEdu Universities, Hispanic Serving enrollment of total student for College and Haven: Sexual Institutions, Tribal Colleges and enrollment Assault Prevention, and other Universities, Minority Serving opportunities to ensure that Institutions, Predominantly UW graduates are culturally White Institutions with more competent leaders and members underrepresented students than of their communities and society UW, etc. 8 | STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022 STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022 | 9
Performance Indicators 2017 Baseline 2022 Target Initiative Leader(s) Performance Indicators 2017 Baseline 2022 Target Initiative Leader(s) Implement strategies to 72.2% retention 80% retention Office of Increase awareness of resources Develop Program guide Disability Support improve the retention of for FTFT* for FTFT* for Multicultural and opportunities on campus for a student completed and Services underrepresented student for under- underrepresented Affairs students with disabilities resource guide implemented four populations who utilize the represented racial/ethnic to help facilitate annual assessments services and programs of the racial/ethnic undergraduates connections Office of Multicultural Affairs undergraduates campus-wide Execution of based on Fall for students improvements 2016 data with disabilities identified by and administer students *(First-time, annual full-time assessments baccalaureate to improve the degree-seeking) resource guide and Disability Conduct a comprehensive review Conduct a Implement the Division of Student Support of the Office of Multicultural full review of findings Affairs Services Affairs, Multicultural Student programs and Center, Nontraditional Student services for and Use sports as a means Review Implement best Department of Center, Rainbow Resource these areas to promote awareness, programs practices based Athletics Center, Veteran Services Center, Office of Equity, understanding, inclusion, and such as the on the results to and Women’s Center programs, Diversity and equity Ross Initiative improve athletes’ services, and staffing to promote Inclusion in Sports for engagement student success Equity (RISE) with social justice to explore best through WYO 1050, Improve support, Develop a Bias Implementation of Dean of Students practices to WYO 3050, and communication, and protocols Incident and ongoing protocols Office engage athletes other opportunities for student protesters and Communication and support based with social students who experience bias- Support Team on findings justice issues related incidents and identity- to review best based safety concerns practices to address these concerns 10 | STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022 STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022 | 11
GOAL IMPROVE AND ENHANCE THE HEALTH AND WELL-BEING OF OUR TH REE COMMUNITIES AND ENVIRONMENTS THROUGH OUTREACH PROGRAMS AND IN COLLABORATION WITH OUR Impacting Communities CONSTITUENTS AND PARTNERS. As stated in the 2017-2022 UW Strategic Plan: • Facilitate collaboration between the University and its constituents to address complex economic, environmental, and social challenges through research, education, entrepreneurship, economic diversification and growth • Build a statewide community of learners by collaborating with schools, community colleges, and tribal nations to connect students and citizens Performance Indicators 2017 Baseline 2022 Target Initiative Leader(s) Plan and implement a State Develop the Four state-wide Office of Diversity, of Wyoming annual diversity, meeting format diversity, equity, Equity, and equity, and inclusion meeting and topics and inclusion Inclusion that includes the participation meetings of the Presidents of Wyoming completed Community Colleges or their representatives and community partners Expand outreach regarding Conduct a Implement findings Social Justice research and opportunities to study of best Research Center address social challenges practices for Social Justice and Research Centers Office of Diversity, Equity, and Inclusion 12 | STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022
GOAL Performance Indicators 2017 Baseline 2022 Target Initiative Leader(s) ASSURE THE LONG-TERM STRENGTH Work with colleges to improve At UW 15.37% Reduce the gap Office of Diversity, AND STABILITY OF THE UNIVERSITY FOU R the racial and gender diversity of the Faculty between availability Equity, and BY PRESERVING, CARING FOR AND of Faculty and Academic and Academic and employed Inclusion DEVELOPING HUMAN, INTELLECTUAL, Professionals as identified by Professionals minority Faculty FINANCIAL, STRUCTURAL AND the 2017-2018 Affirmative Action identify as a and Academic A High-Performing MARKETING RESOURCES. Plan (AAP) member of a Professionals by University minority group. 5% and the gap The AAP reports for women Faculty availability at and Academic • Create an environment of inclusion for new faculty and staff and one that promotes the recruitment and retention 25.50% for Professionals reach of diverse employees minorities parity • Create processes to recognize and reward staff for their diversity, equity, inclusion, and social justice efforts And 42.02% of Faculty and Performance Indicators 2017 Baseline 2022 Target Initiative Leader(s) Academic Professionals Conduct a campus climate Spring 2019 Implement an Office of Diversity, are women. The survey by utilizing a third-party survey the action plan based Equity, and AAP reports vendor campus on survey results Inclusion availability community at 47.62% for women Improve faculty and staff At UW 49 out of Make measurable Office of Diversity, response to voluntarily self- 2,625 employees progress per job Equity, and Work with departments to At UW Reduce the gap Office of Diversity, identifying disability status and have self- group set by the Inclusion improve the racial diversity of 2.75% of the between availability Equity, and continue to identify recruitment reported their US Department Administrators and Professional Administrators and employed Inclusion opportunities for Individuals with disability status of Labor Office of Non-Faculty employees as identify as a minorities in each Disabilities (IWDs) with percentages Federal Contract identified by the 2017-2018 member of a group by 5% and by job group Compliance to Affirmative Action Plan (AAP) minority group. maintain utilization ranging from 0% reach the overall 7% The AAP reports for women (Technical and utilization goal for availability Paraprofessional, IWDs at 21.54% for Crafts and minorities Trades) to 3.67% (Administrators) And 11.60% of for an overall Professional 1.87% for all Non-Faculty employees identify as a member of a Note: Based minority group. on data from The AAP reports the 2017-2018 availability at Affirmative 25.26% for Action Plan) minorities 14 | STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022
Performance Indicators 2017 Baseline 2022 Target Initiative Leader(s) Update support for search All academic and All academic and Office of Equity, committees to increase the administrative administrative Diversity, and diversity of applicant and search applicant and Inclusion qualified interview pools to committee chairs interview pools more closely match estimated are provided are consistently numbers for availability with resources, reviewed with the information, goal of matching sessions, the estimated and support percentage of for diversity availability for recruitment both minority and efforts female applicants as indicated in the AAP data and other sources with a goal to move the university closer to attaining utilization goals as outlined in this strategic plan Note: The AAP data varies by position and discipline Create a faculty and staff Establish a Implement the Office of Human diversity recruitment and faculty and staff findings of the Resources onboarding team recruitment faculty and and onboarding staff diversity team that will recruitment and evaluate and onboarding team establish best practices for recruiting and onboarding diverse faculty and staff 16 | STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022
ACKNOWLEDG EM ENTS Council on Diversity, Equity, and Inclusion Membership 2017-2018 Emily Monago, Chief Diversity Officer, Office of Diversity, Equity, and Inclusion (Council Chair) • Amanda O’Brien, Director Disability Support Services • Carrie Hesco, Director, Office of Global Engagement • Cathy Connolly, Professor, School of Culture, Gender, & Social Justice • Cecelia Aragon, Director Latina/o Studies • Conrad Chavez, Manager of Student Recruitment and Retention for Multicultural Affairs • Dimitri Nesbitt, United Multicultural Council (Undergraduate Representative) • Evan Johnson, Assistant Professor – Kinesiology and Health (Faculty Senate Representative) • Galand Thaxton, Community Representative • Hunter McFarland, ASUW Director of Diversity (Graduate Student Representative) • Jacquelyn Bridgeman, Interim Director, School of Culture, Gender & Social Justice / Kepler Professor of Law • James Trosper, Director of the Native American Education, Research and Cultural Center • Janean Forsyth Lefevre, EEO and Diversity Specialist • Jeanne Durr, Associate Vice President for Human Resources • Jo Chytka, Director of the Center for Advising and Career Services • Tony Mendoza, Community Representative • Kyle Moore, Associate Vice Provost for Enrollment Management • Marcus Watson, Associate Professor, Department of Anthropology and African American & Diaspora Studies • Paula Lutz, Dean of the College of Arts and Sciences • Quincy Howe, Associate Head Coach, Track and Field • Sean Blackburn, Vice President for Student Affairs • Xavier Gonzales, Preventive Maintenance Technician (Staff Senate Representative) Additional Acknowledgements • Christi Boggs, Instructional Design, Distance Education • Kate Muir Welsh, Associate Professor, School of Teacher Education and Director for the Social Justice Research Center • Michelle Jarman, Associate Professor, Disability Studies 18 | STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022
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