STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION
STRATEGIC PLAN FOR DIVERSITY, EQUITY,AND INCLUSION 2017-2022
CO NTENTS468121418PreambleGoal 1: Driving ExcellenceGoal 2: Inspiring StudentsGoal 3: Impacting CommunitiesGoal 4: A High-Performing UniversityAcknowledgementsSTATEMENT FROM THE CHIEF DIVERSITY OFFICERThe Office of Diversity, Equity, and Inclusion (ODEI) wasestablished by the inaugural Chief Diversity Officer on July 17,2017 to provide university-wide leadership to diversifying thefaculty, staff, curriculum and programming to create an inclusivecampus environment for all. The ODEI is thus charged withsetting the tone for shaping a diverse and inclusive environmentthrough partnerships and collaborations that contribute toattaining the university’s diversity, equity, and inclusion goals asoutlined in Breaking Through: 2017-2022; A Strategic Plan for theUniversity ofWyoming.ODEI Vision StatementThe Office of Diversity, Equity, and Inclusion strives to make theUniversity of Wyoming a leading institution where people of allidentities, diverse perspectives, and life experiences encounter awelcoming environment where inclusivity, multiplicity, fairness,and parity are steadfast values.ODEI Mission StatementThe mission of the Office of Diversity, Equity, and Inclusion is topromote inclusive excellence through: Providing educational opportunities and diversity workshops thatraise awareness, knowledge, and skills Supporting the recruitment and retention of diverse students,faculty, and staff Facilitating an inclusive campus community that promotesstudent success through partnerships and collaborations withinand around the university community Solidifying the University of Wyoming’s commitment to valuingand expanding a welcoming, diverse, inclusive and equitableenvironment that builds a better university, state, nation, andworldThe Chief Diversity Officer was charged with establishing andleading a Council on Diversity, Equity, and Inclusion. The role ofthis council is to provide recommendations to the Chief DiversityOfficer; assist with the creation and evaluation of strategicinitiatives; and work collaboratively across all areas of campusto make progress toward achieving UW’s diversity, equity, andinclusion goals. The University of Wyoming Strategic Diversity,Equity, and Inclusion Plan was developed with the council’scontributions and support.
PRE AM B LEThe University of Wyoming values a wide range of cultural perspectives, experiences, and opinions that are important foreducational excellence and critical for preparing students for future success. Through this Strategic Diversity, Equity, andInclusion Plan, we strive to make UW a place that values, celebrates, manifests, and supports all aspects of diversity, equity,and inclusion.Creating an environment of inclusion and advancing issues of diversity and equity will dynamically enrich the university’scollective scholarly productivity and creativity and provide opportunities to strengthen our connections with thesurrounding community. We strive to be a resource and leader among the State’s colleges and establish partnerships withthem that build statewide collaborations to promote diversity, equity, and inclusion throughout Wyoming. This plan lays thefoundation for the University of Wyoming to be a leader among higher education institutions in the Rocky Mountain Regionin designing and implementing diversity, equity, and inclusion initiatives.UW Strategic Diversity, Equity, and Inclusion Plan DevelopmentIn developing the University of Wyoming Strategic Diversity, Equity, and Inclusion Plan, UW historical documentsrelated to diversity, equity, and inclusion were reviewed that include the following: The 2007 UW Diversity Statement,prior UW Presidents’ messages to the campus community, the April 8, 2016 Update on Diversity Efforts, the Officeof Multicultural Affairs feedback from the November 10, 2016 Town Hall Meeting, meeting notes from the 2016 UWDiversity, Inclusion, and Internationalization Listening Session from October – November 17, 2016, and PresidentLaurie Nichols’ campus-wide communications that address diversity, equity, and inclusion from November 14, 2016 toDecember 11, 2017.The overarching priorities that emerged from all of the above resources are:1. Recruit, hire, and retain diverse faculty and staff2. Recruit, enroll, retain, and graduate diverse undergraduate and graduate students3. Expand an inclusive campus community environment4. Improve communication regarding diversity, equity, and inclusion5. Provide more diversity education for the campus communityUsing this information the Council on Diversity, Equity, and Inclusion developed UW’s Diversity, Equity, and InclusionVision and Mission Statements as follows:UW Diversity, Equity, and Inclusion Vision StatementDevelop a community of lifelong critical thinkers who are culturally competent leaders and citizens who facilitate andmaintain equitable, inclusive, and diverse opportunities in Wyoming, nationally, and globally.UW Diversity, Equity, and Inclusion Mission StatementAdvance opportunities throughout the university community that create and promote an environment with a sharedvalue for diversity, equity, and inclusion for human variation in ability, age, country of origin, culture, economic class,ethnicity, gender identity, immigration status, race, religion, sexual orientation, veteran status, worldview, and otherways we all contribute to the rich diversity of Wyoming and the world.Applying these same resources, the council developed a shared definition of diversity, equity, and inclusion. Researchindicates that it is important for institutions to establish shared definitions of these terms to coordinate efforts. Theseshared definitions are as follows:The Chief Diversity Officer (CDO) began having individual meetings to gather feedback from the campus communitystarting on July 18, 2017. Additionally, the CDO had several individual interviews with President Nichols’ ExecutiveTeam, President of Faculty Senate, President of Staff Senate, President and Vice President of the Associated Students ofthe University of Wyoming (ASUW), College Deans, Faculty, Directors, Staff, and Students. Input was also taken fromeight sessions of constituent-focused “Conversations with the Chief Diversity Officer.”Diversity – the full array of individual differences we all have in regards to ability, age, country of origin, culture,economic class, ethnicity, gender identity, immigration status, political affiliation, race, religion, sexual orientation,veteran status, worldview, and other ways we may be unique but also similar to one another. Diversity includes everyoneto facilitate the expansion of a welcoming and nurturing environment for discovery, inquiry, and learning that enrichesUW’s 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, andcommunity members respectively. These were conducted separately to gather information specific to each group. Theremaining four sessions were held with student athletes and coaches, Keepers of the Fire, Multicultural Affairs StudentTown Hall, Rainbow Resource Center, College Republicans, Spectrum, and numerous individual students, faculty, staff,and community members. In addition, the CDO attended various college, department, area, and unit meetings suchas the College of Engineering, Wyoming Institute for Disabilities, School of Culture, Gender, and Social Justice, SocialJustice Research Center, etc. from August 2017 – December 2017. Also available was data from an ODEI online surveyopen from August 8, 2017 to November 3, 2017. There were 120 respondents representing students, faculty, staff, andcommunity members. The CDO and Council on Diversity, Equity, and Inclusion utilized all this information to developthis plan.Equity – creating opportunities and ongoing support for historically marginalized or underrepresented populations(racial/ethnic minorities, women, persons with disabilities, etc.) to have access to and participate in opportunities inthe classroom, employment, and other university programs and activities that can close the achievement, economic,and overall success gaps among diverse groups. Our equity goal is to actively challenge and respond to discrimination,harassment, and bias. We also commit to a policy of equal opportunity and nondiscrimination.Inclusion – ongoing engagement and support to address the campus climate and culture to create and maintain anenvironment where diverse, marginalized, and underrepresented populations feel welcome as active participants in thecampus community. This engagement and support includes the curricular and co-curricular education, employment,as well as university programs, academic units, and activities in the surrounding community. Our goal is to create anenvironment where differences are welcomed and differences in perspectives and opinions are respectfully listened toand 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: 20172022; A Strategic Plan for the University ofWyoming.4 STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022
GOALON EDriving ExcellenceJOIN TOGETHER AS AN INTELLECTUALCOMMUNITY ALREADY RENOWNED FORITS REGIONAL, NATIONAL AND GLOBALRELEVANCE AND IMPACT BY FOSTERINGAND REWARDING EXCELLENCE INTEACHING, SCHOLARSHIP, INNOVATION,AND CREATIVE ENDEAVOR. Create on-campus diversity, equity, and inclusion professional development opportunities for UW faculty and staffin leadership roles Expand and enhance campus diversity, equity, and inclusion professional development opportunities for faculty andstaff that support the university’s values, policies, and student achievement goals Develop a community of scholars to promote research opportunities in the areas of diversity, equity, and inclusionPerformance Indicators2017 Baseline2022 TargetInitiative Leader(s)Implement an annualdiversity workshop for Deans,Department Heads, ExecutiveLeadership, and Unit LeadersOne workshopOne annualworkshop for a totalof five workshopsconductedOffice of Diversity,Equity, andInclusionImplement an online diversityeducation course for faculty andstaffNo formalUW diversityeducation foremployeesAll newly hiredand current facultyand staff completethe online EVERFIdiversity andinclusion courseOffice of Diversity,Equity, andInclusionCreate diversity educationworkshops accessible throughZoom and/or WyoCloudtechnology for faculty and staffThreeworkshopsTwo or morecreated per year fora minimum of 10online workshopsOffice of Diversity,Equity, andInclusionImplement a Diversity, Equity,and Inclusion (DEI) Certificationprogram for faculty, staff, andgraduate assistantsNoneCompletion of 100faculty, staff, andgraduate studentsEllbogen Centerfor Teaching andLearning6 STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022Performance Indicators2017 Baseline2022 TargetInitiative Leader(s)Create a pre-doctoral teach/research fellowship program forgraduates coming from diversecolleges and universities whodemonstrate a commitment todiversity, equity, and inclusionin their research and/or servicecreating a pipeline to recruitdiverse employees for UWNo programCreate a pipelineto faculty andadministrativeleadership hiresat UW with twoto three per yearparticipating for10 alumni from theprogramOffice of Diversity,Equity, andInclusionExpand opportunities andsupport for faculty whoseresearch centers on diversity,equity, and inclusionCurrently grantopportunitiesare notforwarded tofaculty or staffin a targetedor coordinatedmanner andthere is noformal supportor presentationmechanismCreate new andexpand currentopportunities forsupport includingdeveloping acoordinated effortto notify facultyand staff of fundingand presentationopportunitiesSchool of Culture,Gender, and SocialJusticeResearch bestpractices anddesign theacademicprogramsDegree programapprovedand ready forrecruitmentSchool of Culture,Gender, and SocialJusticeExplore Social Justice degreeprograms at the undergraduateand graduate levels includingonline course offeringsandSocial JusticeResearch CenterSTRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022 7
GOALT WOInspiring StudentsINSPIRE STUDENTS TO PURSUEA PRODUCTIVE, ENGAGED ANDFULFILLING LIFE AND PREPARE THEMTO SUCCEED IN A SUSTAINABLEGLOBAL ECONOMY. Implement processes to graduate students with cultural competence Develop employment and internship opportunities for students to work with diverse populations and on issuesof diversity, equity, and inclusion Enhance and promote a welcoming environment for underrepresented and diverse students through recruitment,retention, and support programsPerformance Indicators2017 Baseline2022 TargetInitiative Leader(s)Develop culturally competentstudents with a focus oncurriculum/requirements toensure that UW graduates areculturally competent leaders andmembers of their communitiesand societyExplore ,and assessmentmodelsFindingsimplementedand curricularrequirementsestablished toensure culturalcompetentgraduatesSchool of Culture,Gender and SocialJusticeDevelop culturally competentstudents with a focus on cocurricular engagement, such asan Inclusive Leadership Program,diversity workshops, an onlinediversity and inclusion course aspart of the ongoing co-curricularcourses administered by StudentAffairs such as AlcoholEdufor College and Haven: SexualAssault Prevention, and otheropportunities to ensure thatUW graduates are culturallycompetent leaders and membersof their communities and societyNo intentionalongoingco-curriculardiversity andinclusionprograms forstudentsParticipation in anintentional cocurricular diversityand inclusionprogram requiredfor all studentsOffice of Diversity,Equity, andInclusion8 STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022andDivision of StudentAffairsPerformance Indicators2017 Baseline2022 TargetInitiative Leader(s)Develop a CDO paid internshipprogram providing graduateand undergraduate students theopportunity to work with theOffice of Diversity, Equity, andInclusion to support campuswide initiatives such as the SocialJustice Research Center, WyomingLatina Youth Conference, NativeAmerican Summer Institute,Inclusive Leadership Program, andother UW pipeline, recruitment,and retention programsNo internshipprogramTwo students peryear enrolled in theinternship programOffice of Diversity,Equity, andInclusionExpand opportunities forinternational and domesticstudent engagementNo formalengagementprogramImplement aninternational anddomestic studentengagementprogramOffice of GlobalEngagementRecruit and enroll internationalstudents utilizing partnerships,collaborations, and globalengagement programsCurrentlythere are 791internationalstudents whorepresent 6.4%total studentenrollmentIncrease enrollmentto 1,050 forinternationalstudents whowould representan increase to 8.5%of total studentenrollmentOffice ofEnrollmentManagementRecruit and enrollunderrepresented undergraduateand graduate students utilizingpartnerships, collaborations, andsupport for pipeline programs,Historically Black Colleges andUniversities, Hispanic ServingInstitutions, Tribal Colleges andUniversities, Minority ServingInstitutions, PredominantlyWhite Institutions with moreunderrepresented students thanUW, etc.Currently thereare 1,686 underrepresentedstudents whorepresent 13%total studentenrollmentIncrease enrollmentto 2,295 forunderrepresentedstudents whowould representan increase to 17%of total studentenrollmentOffice ofEnrollmentManagementSTRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022 9
Performance Indicators2017 Baseline2022 TargetInitiative Leader(s)Performance Indicators2017 Baseline2022 TargetInitiative Leader(s)Implement strategies toimprove the retention ofunderrepresented studentpopulations who utilize theservices and programs of theOffice of Multicultural Affairs72.2% retentionfor FTFT*for underrepresentedracial/ethnicundergraduatesbased on Fall2016 data80% retentionfor FTFT* ce ofMulticulturalAffairsIncrease awareness of resourcesand opportunities on campus forstudents with disabilitiesDevelopa studentresource guideto help facilitateconnectionscampus-widefor studentswith disabilitiesand administerannualassessmentsto improve theresource guideand DisabilitySupportServicesProgram guidecompleted andimplemented fourannual assessmentsDisability SupportServicesReviewprogramssuch as theRoss Initiativein Sports forEquity (RISE)to explore bestpractices toengage athleteswith socialjustice issuesImplement bestpractices basedon the results toimprove athletes’engagementwith social justicethrough WYO 1050,WYO 3050, andother gree-seeking)Conduct a comprehensive reviewof the Office of MulticulturalAffairs, Multicultural StudentCenter, Nontraditional StudentCenter, Rainbow ResourceCenter, Veteran Services Center,and Women’s Center programs,services, and staffing to promotestudent successConduct afull review ofprograms andservices forthese areasImprove support,communication, and protocolsfor student protesters andstudents who experience biasrelated incidents and identitybased safety concernsDevelop a BiasIncident andCommunicationSupport Teamto review bestpractices toaddress theseconcernsImplement thefindingsDivision of StudentAffairsandOffice of Equity,Diversity andInclusionImplementation ofongoing protocolsand support basedon findings10 STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022Dean of StudentsOfficeUse sports as a meansto promote awareness,understanding, inclusion, andequityExecution ofimprovementsidentified bystudentsDepartment ofAthleticsSTRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022 11
GOALTH REEImpacting CommunitiesIMPROVE AND ENHANCE THEHEALTH AND WELL-BEING OF OURCOMMUNITIES AND ENVIRONMENTSTHROUGH OUTREACH PROGRAMSAND IN COLLABORATION WITH OURCONSTITUENTS 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 toconnect students and citizensPerformance Indicators2017 Baseline2022 TargetInitiative Leader(s)Plan and implement a Stateof Wyoming annual diversity,equity, and inclusion meetingthat includes the participationof the Presidents of WyomingCommunity Colleges or theirrepresentatives and communitypartnersDevelop themeeting formatand topicsFour state-widediversity, equity,and inclusionmeetingscompletedOffice of Diversity,Equity, andInclusionExpand outreach regardingresearch and opportunities toaddress social challengesConduct astudy of bestpractices forSocial JusticeResearchCentersImplement findingsSocial JusticeResearch Center12 STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022andOffice of Diversity,Equity, andInclusion
GOALFOU RA High-PerformingUniversityASSURE THE LONG-TERM STRENGTHAND STABILITY OF THE UNIVERSITYBY PRESERVING, CARING FOR ANDDEVELOPING HUMAN, INTELLECTUAL,FINANCIAL, STRUCTURAL ANDMARKETING RESOURCES.Performance Indicators2017 Baseline2022 TargetInitiative Leader(s)Work with colleges to improvethe racial and gender diversityof Faculty and AcademicProfessionals as identified bythe 2017-2018 Affirmative ActionPlan (AAP)At UW 15.37%of the Facultyand AcademicProfessionalsidentify as amember of aminority group.The AAP reportsavailability at25.50% forminoritiesReduce the gapbetween availabilityand employedminority Facultyand AcademicProfessionals by5% and the gapfor women Facultyand AcademicProfessionals reachparityOffice of Diversity,Equity, andInclusionReduce the gapbetween availabilityand employedminorities in eachgroup by 5% andmaintain utilizationfor womenOffice of Diversity,Equity, andInclusion Create an environment of inclusion for new faculty and staff and one that promotes the recruitment and retentionof diverse employees Create processes to recognize and reward staff for their diversity, equity, inclusion, and social justice effortsPerformance Indicators2017 Baseline2022 TargetInitiative Leader(s)Conduct a campus climatesurvey by utilizing a third-partyvendorSpring 2019survey thecampuscommunityImplement anaction plan basedon survey resultsOffice of Diversity,Equity, andInclusionImprove faculty and staffresponse to voluntarily selfidentifying disability status andcontinue to identify recruitmentopportunities for Individuals withDisabilities (IWDs)At UW 49 out of2,625 employeeshave selfreported theirdisability statuswith percentagesby job groupranging from 0%(Technical andParaprofessional,Crafts andTrades) to 3.67%(Administrators)for an overall1.87% for allemployeesMake measurableprogress per jobgroup set by theUS Departmentof Labor Office ofFederal ContractCompliance toreach the overall 7%utilization goal forIWDsOffice of Diversity,Equity, andInclusionNote: Basedon data fromthe 2017-2018AffirmativeAction Plan)14 STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022And 42.02%of Faculty andAcademicProfessionalsare women. TheAAP reportsavailabilityat 47.62% forwomenWork with departments toimprove the racial diversity ofAdministrators and ProfessionalNon-Faculty employees asidentified by the 2017-2018Affirmative Action Plan (AAP)At UW2.75% of theAdministratorsidentify as amember of aminority group.The AAP reportsavailabilityat 21.54% forminoritiesAnd 11.60% ofProfessionalNon-Facultyidentify as amember of aminority group.The AAP reportsavailability at25.26% forminorities
Performance Indicators2017 Baseline2022 TargetInitiative Leader(s)Update support for searchcommittees to increase thediversity of applicant andqualified interview pools tomore closely match estimatednumbers for availabilityAll academic andadministrativesearchcommittee chairsare providedwith resources,information,sessions,and supportfor diversityrecruitmenteffortsAll academic andadministrativeapplicant andinterview poolsare consistentlyreviewed with thegoal of matchingthe estimatedpercentage ofavailability forboth minority andfemale applicantsas indicated inthe AAP data andother sources witha goal to move theuniversity closer toattaining utilizationgoals as outlined inthis strategic planOffice of Equity,Diversity, andInclusionNote: The AAP datavaries by positionand disciplineCreate a faculty and staffdiversity recruitment andonboarding teamEstablish afaculty and staffrecruitmentand onboardingteam that willevaluate andestablish bestpractices forrecruiting andonboardingdiverse facultyand staffImplement thefindings of thefaculty andstaff diversityrecruitment andonboarding team16 STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022Office of HumanResources
ACKNOWLEDG EM ENTSCouncil on Diversity, Equity, and Inclusion Membership 2017-2018Emily 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 Studies18 STRATEGIC PLAN FOR DIVERSITY, EQUITY, AND INCLUSION 2017-2022
uwyo.edu/strategic-plan
UW Strategic Diversity, Equity, and Inclusion Plan Development In developing the University of Wyoming Strategic Diversity, Equity, and Inclusion Plan, UW historical documents related to diversity, equity, and inclusion were reviewed tha
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