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Strategic Goal No. 1


Establish equity, diversity, and inclusion as an institutional imperative across the institution.

Key Strategies

  • Collaborate closely with cabinet members and other key leaders to drive equity, diversity, and inclusion-focused transformation across each administrative and academic unit.
  • Position the Office for Inclusive Excellence as a resource for equity, diversity, and inclusion-focused change and resources for faculty and staff.
  • Empower the EDI Strategy Council to drive change in alignment with the EDI vision for the university.

Action Steps

    • Engage university administrators in learning to expand their knowledge of the systemic barriers that hinder minoritized groups from being a part of the campus community.
    • Develop and conduct quantitative and qualitative assessments to determine the baseline data for the current experiences of students, faculty, and staff.
    • Collaborate with members of the cabinet to define the percentage of the institution’s budget to be spent on equity, diversity, and inclusion across the institution and within the EDI division.
    • Leverage the Office for Inclusive Excellence to provide campus tools that support each college, department, and division to (a) refine mission and vision statements to include equity, diversity, and inclusion elements; (b) complete cultural inventory; and (c) create an associated equity, diversity, and inclusion action plan.
    • Align the structure for equity, diversity, and inclusion reporting and collaboration across academic and administrative units to directly support and align with the EDI division.

Strategic Goal No. 2


Establish internal and external EDI Learning Communities.

Key Strategies

  • Highlight the self-study toolkits as a resource for faculty and staff.
  • Position the Office for Inclusive Excellence as a resource for equity, diversity, and inclusion-focused change and resources for faculty and staff.
  • Position the EDI Strategy Council as an internal community designed to drive change in alignment with the EDI vision for the university.
  • Leverage marketing and communications to help to increase exposure and cultivate experiences that enrich stakeholder awareness around equity, diversity, and inclusion.
  • Position the New Leadership Academy as an institutional and national resource to develop aspiring and emerging leaders.

Action Steps

    • Partner with the Office for the Vice President for Research to co-construct a tool for campus unit equity, diversity, and inclusion self-study.
    • Collaborate with campus partners to test and provide feedback on tool for equity, diversity, and inclusion self-study to improve tool for campus-wide use.
    • Establish EDI Strategy Council to develop campus-wide goals aligned with EDI strategic priority areas of belonging, climate, engagement, and health equity.
    • Continue to host Friday Forums to connect campus to national equity-focused thought leadership.
    • Continue to host EDI Quarterly Meetings and invite all faculty and staff responsible for equity, diversity, and inclusion to ensure maximum collaboration.
    • Leverage New Leadership Academy fellows program to provide university leadership with the knowledge, tools, and courage to lead with equity.
    • Launch self-study toolkits for faculty and staff and begin piloting with campus units
    • Enhance collaboration amongst all faculty and staff responsible for equity, diversity, and inclusion across the institution.
    • Provide a transparent tracking system that communicates both internally and externally the progress the EDI Strategy Council team is making on the four pillar recommendations.
    • Continue to host Friday Forums to connect campus to national equity-focused thought leadership.
    • Continue to host EDI Quarterly Meetings and invite all faculty and staff responsible for equity, diversity, and inclusion to ensure maximum collaboration.
    • Create uniform EDI learning strategies to advance campus cohesion of equity, diversity, and inclusion values and practices.
    • Develop and distribute in collaboration with EDI Strategy Council, equity, diversity, and inclusion roadmaps and/or action plans for each academic and administrative unit.

Strategic Goal No. 3


Collaborate with necessary groups to determine a pathway to incorporate equity, diversity, and inclusion goals into hiring, performance, and compensation practices and policies.

Key Strategies

  • Collaborate with cabinet and other campus partners to explore equity, diversity, and inclusion-focused change and accountability in hiring, performance, and compensation policies.

Action Steps

    • Collaborate with the Office for Faculty to support equity, diversity, and inclusion accountability in faculty evaluations, including hiring metrics.
    • Collaborate with Human Resources and the Office for Faculty to explore how to establish employee retention and growth programs that directly engage diverse staff and staff recruits.
    • Consult with Human Resources to identify institutional barriers within the hiring process.
    • Proactively test new technologies for disparate impacts related to screening, hiring, and evaluation processes.
    • Collaborate with Human Resources and the Office for Faculty to explore how to develop equity, diversity, and inclusion compensation matrix based on time spent on equity, diversity, and inclusion to ensure each person responsible for equity, diversity, and inclusion is compensated for their efforts.
    • Collaborate with Human Resources and the Office for Faculty to explore how to incrementally compensate every person within every unit who is also responsible for equity, diversity, and inclusion in addition to their jobs.
    • Collaborate with Human Resources to explore how to improve the employee onboarding process so that each employee understands EDI goals and vision and how their role supports that vision.