| Overall Rating | Silver |
|---|---|
| Overall Score | 49.59 |
| Liaison | Lily Strehlow |
| Submission Date | Feb. 2, 2024 |
University of Wisconsin-Eau Claire
PA-6: Assessing Diversity and Equity
| Status | Score | Responsible Party |
|---|---|---|
|
1.00 / 1.00 |
"---"
indicates that no data was submitted for this field
Has the institution engaged in a structured assessment process during the previous three years to improve diversity, equity and inclusion on campus?:
Yes
A brief description of the assessment process and the framework, scorecard(s) and/or tool(s) used:
Throughout 2020, Blugold faculty, staff, alumni and students continued to prioritize the campus equity, diversity and inclusion (EDI) goals, creating a new center, building an alumni network and forging community connections. Leaders among our alumni were key in helping UW-Eau Claire challenge itself to continue the work of becoming a more inclusive campus.
In May 2020, Dr. Warren Anderson, then-Vice Chancellor of Equity, Diversity, Inclusion and Student Affairs
submitted to the EDI Strategic Plan Development Committee the following charge.
“It is my expectation that this strategic plan puts us on a path to be a regional and national leader in cultivating a truly equitable and inclusive university. This will be informed, in part, by a strong connection to the University Planning Committee. There will be opportunities for intermittent engagement and collaboration so that the work of each is well represented in both processes and documents.
This committee will provide clear insights into the following questions:
1. What does a truly inclusive educational environment look like?
2. What are the strategic EDI priorities that the campus will focus on in order to become a national leader in equity and inclusion?
3. What actions will we take to move us toward meeting the identified strategic EDI priorities? While the
committee members will have broad latitude to evaluate numerous priorities, the priorities must include
the following:
a. Diversity within the student and employee recruitment process
b. Retention and engagement of underrepresented or marginalized students and employees
c. Enhancement of EDI in the curricular and co-curricular aspects of the learning process
d. Enhancement of student and professional EDI development and implementation
e. Identifying and addressing any UW-Eau Claire cultural climate issues
4. How do we prioritize the resources, both human and capital, to achieve the desired outcomes?
5. In what ways will this EDI Strategic Implementation Plan align with the wider UW-Eau Claire Strategic Plan?
6. What existing policies and procedures should be amended, created, and/or eliminated as possible barriers to a completely inclusive community?
7. How can EDI be integrated into the everyday roles and responsibilities of every division, department, and program at the university?
While the charge above is meant to be expansive, members of the committee will not be expected to:
• Start from scratch. While we are charting a new course around EDI, there was tremendous work done
prior to the arrival of the current Vice Chancellor. That work is to be respected, and we should build on
the great work done under the previous EDI strategic direction.
• Call for new positions. Members of this committee are charged with developing the strategic plan
around EDI. However, that focus should not include operational aspects for any specific department or
program or given the impending budget constraints, and we may or may not have the resources to add
new positions.
Roles and Responsibilities
Committee members will be volunteers from across the entirety of UW-Eau Claire, including Barron County
and Marshfield. Every committee member will be responsible for:
• Attending, and actively participate in scheduled committee meetings in an effort to remain on target for
the established completion date of this plan.
• Develop necessary components of the EDI Strategic Implementation Plan, including mission, vision,
values statements, goals, targets, assessment metrics, human and financial capital, etc.
• Engage stakeholder groups, which include students, faculty, staff, alumni, and community members,
from across the university to garner support, feedback, and input.
• Promote and advocate for the implementation of the EDI Strategic Implementation Plan to internal and
external stakeholders.
• Disseminate information about the planning process, the EDI Strategic Implementation Plan, and its
implementation.
As the pandemic rolled on, the incidents fueling the Black Lives Matter and Stop Asian Hate movements have brought both pain and resolve to campus efforts to further our goals of equity, diversity and inclusion. The work continues as steady leadership builds on progress.
Source: https://blugoldview.uwec.edu/2021/edi-focus-at-uw-eau-claire/
In May 2020, Dr. Warren Anderson, then-Vice Chancellor of Equity, Diversity, Inclusion and Student Affairs
submitted to the EDI Strategic Plan Development Committee the following charge.
“It is my expectation that this strategic plan puts us on a path to be a regional and national leader in cultivating a truly equitable and inclusive university. This will be informed, in part, by a strong connection to the University Planning Committee. There will be opportunities for intermittent engagement and collaboration so that the work of each is well represented in both processes and documents.
This committee will provide clear insights into the following questions:
1. What does a truly inclusive educational environment look like?
2. What are the strategic EDI priorities that the campus will focus on in order to become a national leader in equity and inclusion?
3. What actions will we take to move us toward meeting the identified strategic EDI priorities? While the
committee members will have broad latitude to evaluate numerous priorities, the priorities must include
the following:
a. Diversity within the student and employee recruitment process
b. Retention and engagement of underrepresented or marginalized students and employees
c. Enhancement of EDI in the curricular and co-curricular aspects of the learning process
d. Enhancement of student and professional EDI development and implementation
e. Identifying and addressing any UW-Eau Claire cultural climate issues
4. How do we prioritize the resources, both human and capital, to achieve the desired outcomes?
5. In what ways will this EDI Strategic Implementation Plan align with the wider UW-Eau Claire Strategic Plan?
6. What existing policies and procedures should be amended, created, and/or eliminated as possible barriers to a completely inclusive community?
7. How can EDI be integrated into the everyday roles and responsibilities of every division, department, and program at the university?
While the charge above is meant to be expansive, members of the committee will not be expected to:
• Start from scratch. While we are charting a new course around EDI, there was tremendous work done
prior to the arrival of the current Vice Chancellor. That work is to be respected, and we should build on
the great work done under the previous EDI strategic direction.
• Call for new positions. Members of this committee are charged with developing the strategic plan
around EDI. However, that focus should not include operational aspects for any specific department or
program or given the impending budget constraints, and we may or may not have the resources to add
new positions.
Roles and Responsibilities
Committee members will be volunteers from across the entirety of UW-Eau Claire, including Barron County
and Marshfield. Every committee member will be responsible for:
• Attending, and actively participate in scheduled committee meetings in an effort to remain on target for
the established completion date of this plan.
• Develop necessary components of the EDI Strategic Implementation Plan, including mission, vision,
values statements, goals, targets, assessment metrics, human and financial capital, etc.
• Engage stakeholder groups, which include students, faculty, staff, alumni, and community members,
from across the university to garner support, feedback, and input.
• Promote and advocate for the implementation of the EDI Strategic Implementation Plan to internal and
external stakeholders.
• Disseminate information about the planning process, the EDI Strategic Implementation Plan, and its
implementation.
As the pandemic rolled on, the incidents fueling the Black Lives Matter and Stop Asian Hate movements have brought both pain and resolve to campus efforts to further our goals of equity, diversity and inclusion. The work continues as steady leadership builds on progress.
Source: https://blugoldview.uwec.edu/2021/edi-focus-at-uw-eau-claire/
Does the assessment process address campus climate by engaging stakeholders to assess the attitudes, perceptions and behaviors of employees and students, including the experiences of underrepresented groups?:
Yes
Does the assessment process address student outcomes related to diversity, equity and success?:
Yes
Does the assessment process address employee outcomes related to diversity and equity?:
Yes
A brief description of the most recent assessment findings and how the results are used in shaping policy, programs, and initiatives:
Executive Summary:
People
1. Implement intentional efforts to recruit & retain diverse faculty, staff, and
students to campuses.
2. Community stakeholders and alumni are vital to the success of UWEC’s EDI priorities.
3. Demographic changes in the student body and among employees requires intentional EDI efforts to meet those changing needs. Programming, Pedagogy & Curriculum
4. Investigate and integrate EDI into classroom pedagogy, content, and curriculum throughout UWEC Campuses.
5. Grow the current EDI Training Programming to increase its capacity and expand its opportunities available for faculty, staff, students, and community members.
6. Develop strategies to increase the awareness of the wide variety of EDI initiatives taking place across the UWEC campuses.
7. A wide variety of EDI initiatives currently exist across the campuses and there are opportunities to strengthen these initiatives.
Practices Across Campus
8. UWEC must continue to cultivate campus cultures where EDI is integrated into the everyday roles and responsibilities of every division, department, unit, and program.
9. Leaders across UWEC campuses must actively role model EDI. Provide Support & Empower
10. Successful EDI efforts require infrastructure, resources, budget, time, & financial investment to support, sustain, and increase its impact throughout our campuses.
People
1. Implement intentional efforts to recruit & retain diverse faculty, staff, and
students to campuses.
2. Community stakeholders and alumni are vital to the success of UWEC’s EDI priorities.
3. Demographic changes in the student body and among employees requires intentional EDI efforts to meet those changing needs. Programming, Pedagogy & Curriculum
4. Investigate and integrate EDI into classroom pedagogy, content, and curriculum throughout UWEC Campuses.
5. Grow the current EDI Training Programming to increase its capacity and expand its opportunities available for faculty, staff, students, and community members.
6. Develop strategies to increase the awareness of the wide variety of EDI initiatives taking place across the UWEC campuses.
7. A wide variety of EDI initiatives currently exist across the campuses and there are opportunities to strengthen these initiatives.
Practices Across Campus
8. UWEC must continue to cultivate campus cultures where EDI is integrated into the everyday roles and responsibilities of every division, department, unit, and program.
9. Leaders across UWEC campuses must actively role model EDI. Provide Support & Empower
10. Successful EDI efforts require infrastructure, resources, budget, time, & financial investment to support, sustain, and increase its impact throughout our campuses.
Are the results of the most recent structured diversity and equity assessment shared with the campus community?:
Yes
A brief description of how the assessment results are shared with the campus community:
EDI information and opportunities are communicated to all of campus via email, website, and event announcements.
Are the results (or a summary of the results) of the most recent structured diversity and equity assessment publicly posted?:
Yes
The diversity and equity assessment report or summary (upload):
Website URL where the diversity and equity assessment report or summary is publicly posted:
Optional Fields
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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