STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
STRATEGIC PLAN FOR DIVERSITY, EQUITY,
AND INCLUSION 2017-2022
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
uwyo.edu/strategic-plan
You can also read
