CAMPUS DIVERSITY PLAN

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1 CAMPUS DIVERSITY PLAN

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3 INTRODUCTION CAMPUS DIVERSITY PLAN Diversity at Winona State University is an indispensable component of institutional excellence. Winona State simply cannot achieve institutional excellence without paying attention to and drawing from the richness and strength reflected in the diversity of our local, national, and global communities. Diverse learning environments foster civic learning and engagement and prepare our students to live in an increasingly global and complex world. Diversity is also rooted in our mission and our overarching belief in A community of learners improving our world. Our commitment to diversity, broadly speaking, encourages respect for individual and group heritage and cultural values that help broaden the whole learning environment. Respect and acceptance of others affirms and encourages individuals to take pride in their identity and results in the inclusion of all. Diversity involves an exploration of individual differences in a safe, positive, welcoming, and nurturing academic environment. Though we only collect federal and state-mandated data on race/ ethnicity, disability, and gender, studies indicate that individuals who have been historically marginalized or underrepresented in society as well as the academic environment fall in or among several of the following identity variables (Hurtado, Dey, Gurin, & Gurin, 2003; Stanley, 2006; Takaki, 1993; Tiemey, 1987) such as: Age Cultural identity Gender identity or expression Nationality Physical and mental ability Political and ideological perspectives Racial and ethnic identity Religious and spiritual identity Sexual orientation Social and economic status. Attention to advancing the representation of traditionally underrepresented and underserved groups both in particular fields and throughout Winona State is an important quantitative metric of our progress in diversity. However, solely achieving an increase in the number of underrepresented students and employees on our campus will not fulfill our imperative for enhancing diversity. We have to look at other qualitative measures such as: Interactions among faculty, staff, student groups and community partners; Incorporation of diversity in the curriculum; Academic support for college preparation, retention and success; Perceptions of the campus climate; Institutional history; Policies and procedures; Transforming campus environments; Intergroup dialogues around the topics of diversity and inclusion; Student organizations and residence life diversity programming and outreach. Winona State University 1

4 Therefore, Winona State must define and refine goals, propose strategies and indicators, and continually hold ourselves accountable so that our goals and progress toward achievement are realized. The plan is organized into five Strategic Goals. Each goal includes strategies, measures of success, and baseline data. Diversity at Winona State University is an indispensable component of institutional excellence. The following overarching goals will first need to be achieved: Cabinet level commitment to University diversity efforts; Campus wide accountability amongst University departments; Foster collaboration with state, local, and community partners. The Inclusive Excellence Committee, in collaboration with other campus committees and task forces, will work to develop a clear mission and vision for diversity at Winona State. The current Inclusive Excellence Committee Members can be found at: 2 Winona State University

5 STRATEGIC DIRECTION 1: Increase access, opportunity, and success for all students. Strategies Measure of Success Winona State will work to create an inclusive environment to support the success of underrepresented and diverse students including first generation, veterans, posttraditional students, GLBTQ and students with disabilities. Promising best practices such as early warning systems, intrusive advising, prescriptive and developmental advising, civic engagement and service learning have been expanded. Best practices are promoted and supported Increase in student success Winona State will provide professional development opportunities for all employees and students to gain awareness and knowledge of cultural competency skills. Professional development of intercultural competency has been created and delivered. Student engagement surveys such as the Beginning College Student Survey of Engagement (BCSSE) and the National Survey of Student Engagement (NSSE) will demonstrate improvement. Increase in student success Winona State will develop services and programs that seek to maintain an affordable cost of attendance for underrepresented students through increased scholarships, graduate assistantships, and internships. Increase in student enrollment and student Winona State will establish its own goals and measures for the access and success of students from underrepresented and diverse groups. Goals and objectives have been established. Increase in student enrollment and success Winona State will implement and/or improve current programs and services designed to increase the enrollment and success of students from underrepresented groups. Increase in students enrollment and success A clearinghouse of resources has been created which disseminates information regarding admissions, financial assistance, and opportunities using local underrepresented communities, higher education collaborative social services agencies, spiritual-based institutions and other local organizations. Baseline Data Current success Current intercultural competency training for all students and employees. Current costs of attending institutions and current resources for students. Current student enrollment and success Current student enrollment and success Winona State University 3

6 STRATEGIC DIRECTION 2: Increase the cultural competency and global awareness of Winona State students. Strategies Measure of Success Integrate cultural competency knowledge and practices into the design, and development of academic programs, courses, and curriculum. The number of courses infused with diversity has Faculty are offered the opportunity to be trained on infusing diversity into the curriculum. Campus climate survey indicates employees and students are more culturally competent. Add a diversity liaison to the Academic Affairs Curriculum Committee (A2C2). Diversity liaisons have been added to curriculum and academic committees. Leverage resources and technology to provide multiple delivery options for academic courses, programs, and curriculum that enhance the success of underrepresented student population. Multiple delivery options for educational programs and student services that enhance the success of underrepresented student populations has been created. Number of underrepresented students has Retention of underutilized employees and underrepresented students has Baseline Data Current number of courses that have diversity infused into them. Current campus climate survey results. N/A Number of multiple delivery options for educational programs and student services that enhance underrepresented student populations. Current retention numbers or underutilized employees and underrepresented students. 4 Winona State University

7 STRATEGIC DIRECTION 3: Strengthen our strategic partnerships and community relationships to better serve underrepresented students. Strategies Measure of Success Baseline Data Collaborate with organizations that serve to prepare underrepresented students for college such as bridge programs, Project Fine, United Way, regional P-12 schools, Workforce Development, 2+2 programs, TRIO and other postsecondary programs. Partnerships and collaborations has Assess the campus to see how often its employees and/or departments are working with organizations, the community, and with regional P-12 schools. Assess campus for best practices in working with organizations, community, and regional P-12 schools. Increase relationships with area organizations which work with and support the interests of underrepresented groups. The number of relationships has A tool to solicit feedback from our collaborative partners has been developed. Current number of relationships. Increase and cultivate relationships with underrepresented alumni. The number of relationships has A process to measure success has been developed. Current number of relationships. Current campus assessment data including the Carnegie Reclassification Assessment Report. Winona State University 5

8 STRATEGIC DIRECTION 4: Increase the number of diverse Winona State employees through recruitment and retention. Strategies Develop and/or provide professional development opportunities for underutilized employees with the goal of improving ability to compete for positions of leadership and qualify for interim appointment opportunities. Develop a campus-wide list of publications and sites which target diverse job applicants and advertise in publications and websites in order to target diverse employees. Create an orientation and exit interview program for employees. Increase diversity in temporary, parttime, and adjunct faculty. Reach out to diverse communities in recruiting diverse temporary, parttime, and adjunct hires. Create mentorship programs or affinity groups for diverse employees. Measure of Success Internships, mentoring relationships, advanced training and professional development opportunities for current diverse and underutilized Winona State employees (e.g., Luoma Academy, attendance at high-level training and conferences; creation of mentoring programs; and job shadowing opportunities) has been established. Retention of diverse and underutilized employees has Underutilization in job groups has An on-boarding and off-boarding policy, activities, and programs for diverse employees at multiple levels will be established. Recruitment and retention of diverse and underutilized employees has Underutilization in job groups has decreased. Retention rates of employees has Diverse temporary, part-time, and adjunct faculty has Retention of diverse and underutilized employees has Underutilization in job groups has decreased. Baseline Data Data on current diverse and underutilized employees. Affirmative action plan. Data on current diverse and underutilized employees. Affirmative action plan. Data on the numbers of temporary, part-time, and adjunct faculty Employee engagement surveys. Employee engagement surveys. 6 Winona State University

9 STRATEGIC DIRECTION 5: Increase cultural competency within the Winona State community. Strategies Measure of Success Include as part of all employment interviews, questions which demonstrate a candidate s experience with diversity awareness and sensitivity. All search committees utilize interview techniques/ questions designed to elicit a candidate s understanding of and experience with diversity awareness and sensitivity. Develop and implement cultural competency training for the campus. Participation in cultural competency training by campus community members. Increased awareness and understanding among campus community members. Baseline Data Data on current diverse and underutilized employees. Affirmative action plan. Current Intercultural Development Inventory (IDI) data and future data on IDI taken after participation in training. Current NSSE data and future NSSE data after participation in training. Winona State University 7

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