1. Town Hall Sessions Announced for Diversity Framework Implementation

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    The campus community is invited to participate in three sessions that will provide an update on "Forward Together, a Diversity Framework for UW–Madison," and begin getting input on implementation.

    After a deliberative process led by the Ad Hoc Diversity Planning Committee that included input from campus and the broader community, Forward Together, a Diversity Framework for UW–Madison (PDF) was vetted last spring by UW–Madison's four shared governance entities. The framework included 30 recommendations for action, ranging from the development of diversity-centric leadership experiences to building stronger connections to the broader Madison community. Now, the process of implementation begins and also will require input from the entire campus. 

    "In order to actualize our institutional vision for diversity we  need to work together as a campus community to formulate the specific action items that will bring the goals of the framework to life," said Patrick Sims, Interim Vice Provost and Chief Diversity Officer. "This is how this diversity framework is fundamentally different from past diversity plans. We will work together in a broadly inclusive process to determine how we meet UW–Madison's diversity goals as laid out by the approved recommendations. Everyone has a stake and a role in the implementation, so we need everyone to lean in to the discussion."

    Please join us for the following initial update and input sessions scheduled for October:

    Faculty and Staff: October 6, 11:30 a.m. – 1 p.m., Memorial Union, Beefeater's Room

    Students: October 14, 5:30 – 7 p.m. MSC Lounge, Red Gym

    Faculty and Staff: October 15, 11 p.m. – 12:15 a.m., 1306 Health Sciences Learning Center

    Please feel free to share any questions or comments with us at jointhediscussion@cdo.wisc.edu or call 608-265-5228.

    An Update on the Evolution of the Framework and Implementation Recommendations

    This past summer, the Office of the Vice Provost and Chief Diversity Officer (VPCDO) identified 14 of 30 recommendations that can be prioritized through collaborations with campus units this academic year. Those 14 recommendations were selected for four reasons: 

    they are strategic priority areas for the VPCDO;

    many are natural extensions of efforts currently run successfully out of the VPCDO’s Division of Diversity Equity & Educational Achievement; 

    they demonstrate potential for the broadest, most lasting impact; and 

    they can be implemented within existing budget parameters with limited additional cost.

    “Eight of the fourteen recommendations fall under the strategic work already underway in my office,” Sims said. ‘We will reach out to every corner of the campus to formulate specifics on how to implement the other six, so these sessions will be to bring campus community members up to date on our goals and not only solicit suggestions, but to find out who is willing to get to work.”  

    The VPCDO will establish six working committees of faculty, staff and students to address 12 of the 14 priority recommendations. Each committee will be asked to:

    Provide estimates of efforts and costs;

    Develop a clear implementation time line, including suggestions for transition from pilot to full implementation and/or lifespan of the particular recommendations;

    Develop measurable outcomes and metrics for success;

    Explore opportunities to share data to promote best practices that foster a more inclusive campus climate.

    These six committees are: 

    1) Faculty/Staff Professional Development and Capacity-Building Experiences;

    2) Undergraduate Curriculum; 

    3) Administration and Accountability

    4) Access and Recruitment;

    5) STEM Initiatives; and

    6) Retention and Research.

    The remaining framework recommendations will be addressed either by the units in which these are current initiatives, or by the Campus Diversity and Climate Committee (CDCC). Our efforts will be prioritized with consideration of available staffing, budget and time; therefore, some recommendations may be tabled for future action.  We will revisit the remaining recommendations in the next year with to see if we can identify opportunities to shift in attention and resources.

    Below are the Diversity Framework goals paired with the corresponding working committees and preliminary charges to each committee.

    Goal 1: Promote Shared Values of Diversity and Inclusion, and Goal 3: Engage the Campus Leadership for Diversity and Inclusion (Rec. 1.1, 1.4 – 1.7; Rec. 3.3. 3.4, 3.6)

    Diversity Framework Committee on Faculty/Staff Professional Development and Capacity-Building Experiences

    Charge: Develop actionable pilot projects in response to Goals 1 & 3 that:

    • Incentivize efforts and programs that promote a positive, inclusive and respectful campus climate;

    • Provide training/capacity-building experiences that are grounded in increasing diversity and inclusion of historically underrepresented groups;

    • Provide advanced leadership development opportunities, promoting inclusive practices along with culturally relevant peer-led learning experiences for faculty, staff, undergraduate students, and graduate and professional students.

    Diversity Framework Committee on Undergraduate Learning –

    Charge: Develop policies and implementation procedures that will expand experiential learning opportunities in teaching and curriculum development. These policies will ensure that more students have such opportunities earlier in their undergraduate experience, with particular emphasis on Ethnic Studies, Gender & Women’s Studies, LGBTQ Studies, Service Learning, Religious Studies and International/Area Studies.

    Goal 2:  Improve Coordination of Campus Diversity Planning (Rec. 2.1, 2.3)

    Diversity Framework Committee on Administration and Accountability –

    Charge: Develop mechanisms that cultivate and sustain widespread engagement, planning and reporting on activities that address equity and inclusion in administrative and academic units. These efforts seek to further align and advance unit-specific diversity and inclusion priorities institution-wide.

    Goal 4: Improve Institutional Access Through Effective Recruitment (Rec. 4.7)

    Diversity Framework Committee on STEM Initiatives –

    Charge: In collaboration with schools, colleges and existing campus efforts, develop actionable proposals that will broaden institutional access and support for increasing the number of successful STEM majors, particularly among women and other historically underrepresented student populations.

    Diversity Framework Committee on Access and Recruitment –

    Charge: Identify challenges to recruiting students, faculty and staff of diverse backgrounds, and the strategies to enhance such recruitment with particular emphasis on search & screen practices. Within the committee’s purview are to examine processes for gathering applicant data, employment criteria and effective recruitment outreach to the greater community.

    Goal 5:  Improve Institutional Success through Retention of Students and Employees (Rec. 5.1)

    Diversity Framework Committee on Retention and Research –

    Charge: Identify strategies and outcome measures to improve institutional support for the implementation of best retention practices on campus.

    Of the 14 identified recommendations, the VPCDO will take lead action on the following eight recommendations:

    VPCDO will issue a call for Mini-Grant proposals designed to impact campus climate and matters of diversity that support the implementation of the Diversity Framework (Recommendation 1.2)

    o LCICE was created in response to a growing demand from campus and community partners for safe spaces to effectively engage and explore issues of diversity and inclusion in the context of professional and student leadership development.

    o Complementing the compliance perspective of what we “should do,” LCICE communities provide intentional and facilitated environments to practice new ways for “how to do” things differently.

    Form working committees consisting of key stakeholders to address remaining recommendations

    (Recommendation 2.2 – see previous committee charges)

    Creation of 2 new Chancellor’s Teaching Excellence for Diversity & Inclusion Awards ($5K for each award) (Recommendation 3.1)

    Diversity Inventory Process (Recommendation 3.3)

    Evaluating and Assessing current pipeline programs aimed at increasing the pool of qualified students and applicants for employment from historically underrepresented backgrounds. (Recommendation 4.6)

    FDI – Faculty Diversification Initiative in collaboration with Vice Provost for Faculty and Staff (Recommendation 4.7)

    The following recommendations will be considered by the Campus Diversity and Climate Committee (CDCC) and other appropriate campus entities, to ensure that all 30 framework recommendations are thoroughly reviewed for feasibility of implementation.  It is worth restating that, given constraints on fiscal and human resources, a thoughtful prioritizing of recommendations is necessary.

    CDCC Review of Recommendations

    Rec. 1.3 – Support faculty who further the fields of ethnic studies through education or research

    Rec. 2.1 – Build on the positive strengths of UW-Madison’s decentralized administrative and policy development infrastructure

    Rec. 3.2, 3.5, 3.7, 3.8 – Climate surveys; unit strategic diversity plans; support mechanisms for 2nd and 3rd shift supervisors

    Rec. 4.1 – 4.5 – Stronger relationships between UW-Madison’s campus and the Greater Madison area and Wisconsin communities; holistic admissions policy and process; linguistic, cultural and physical access to all UW-Madison recruitment activities; increased availability and awareness of scholarships and financial aid opportunities; expanded awareness, availability and capacity of student services

    Rec. 5.2 – 5.5 – Student support services including advising, early warning system, non-traditional student support services, leadership development and mentoring services

    Phases of the implementation process include:

    Phase 1 (years 1-3): The intent is to move swiftly through Phase 1, which in the next 6-18 months is to identify and execute with input from key stakeholders actionable items relating to the 14 identified recommendations.

    Phase 2 (concurrent with Phase 1): VPCDO will work closely with the CDCC (Campus Diversity and Climate Committee) to address the remaining recommendations through key discussions with relevant constituency groups of faculty, staff and students to assess the feasibility and potential for broad impact.

    Phase 3 (year 5): Commence a midpoint review and assessment of the diversity framework efforts to date. This midpoint review will also serve as an opportunity to identify next steps regarding the remaining recommendations that have yet to be implemented.

    Phase 4 (years 6-8): Depending on the success and implementation rate of phases 1-3, this phase will serve as a second round of implementable recommendations.

    Phase 5 (years 9-10): will conclude the 10-year arc of implementation and serve as the wrap-up and final reporting on the accomplishments; remaining recommendations will be identified as opportunity areas for the next 10 year strategic diversity plan/framework.

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Leadership

Patrick Sims

Interim Vice Provost for Diversity and Climate

Division of Diversity, Equity and Educational Achievement

Ruby Paredes

Assistant Vice Chancellor and Interim Associate Vice Provost for Diversity and Climate

Division of Diversity, Equity and Educational Achievement