EDIB Advisory Committee Recommendations

Equity, Diversity, Inclusion and Belonging

EDIB Advisory Committee Recommendations

These recommendations were developed by the EDIB Advisory Committee to guide our work as we tackle the systemic problems of racism and inequity in society and on our campus. 

Presentation Full Committee Report

Access & Success

Increase the recruitment and retention of diverse employees, including senior leaders, and supporters by sharing and implementing best practices for EDIB in all aspects of recruitment and onboarding.

Framework Alignment

  • Focus on recruitment and retention of students, faculty, staff and UNCSA supporters of color and other historically marginalized and underserved populations.
  • Recognize, celebrate and enhance the artistic visibility of artists of color, women, LGBTQ+ and other historically underrepresented groups.
  • Enhance a campus culture that privileges equity-mindedness, inclusion and belonging.

Stakeholders: All community members

Primary stewards: Chancellor, Provost, Human Resources, Cabinet, Deans and Department Heads

Measures of success

  • An overall increase in diversity among faculty and staff, including the number of individuals from historically underrepresented groups.

Strategic actions

1.1 Conduct a pay equity audit and analyze disaggregated data across race, gender, experience, years of services and role to identify and systematically address disparities that may impact the engagement and retention of staff.

1.2 Implement mandatory Recruitment and Retention Workshop for all search committees and hiring managers.


1.3 Increase the number of employees with experience and expertise in EDIB by embedding EDIB responsibilities into all current and future position descriptions.

1.4 Implement a campuswide approach to effective hiring practices and search principles with particular attention to inclusive language in job descriptions, marketing, compositional representation on hiring committees, application evaluations and other best practices.

1.5 Enhance onboarding efforts by creating a campuswide inclusive onboarding guide to highlight and acclimate new faculty, staff and student-employees to UNCSA institutional values and EDIB vision.

1.6 Create and resource affinity groups and supportive communities for historically underserved faculty and staff to increase retention and sense of belonging.

1.7 Implement or enhance existing centralized processes for identifying, documenting and addressing employee retention issues using exit interviews and other best practices for offboarding employees.

Increase access to admissions for prospective students from historically underrepresented groups.

Framework alignment

  • Focus on recruitment and retention of students, faculty, staff and UNCSA supporters of color and other historically marginalized and underserved populations.

Stakeholders: All community members

Primary stewards: Admissions, Financial Aid, Community Engagement

Measures of success

  • Increased enrollment of students from historically underrepresented groups.
  • Increased funding for scholarships.

Strategic actions

2.1 Develop a dynamic enrollment and financial aid strategy that considers local, state, national and international demographic shifts; the impact of rising student costs of attendance and living; and other trends.

2.2 Develop and publish a comprehensive list of funding and scholarship opportunities, including clear guidelines and sequencing to increase access, awareness and transparency.

2.3 Implement an annual campuswide process for reporting disaggregated scholarship data by race, ethnicity, gender, socio-economic, citizenship and first-generation status. Evaluate overall responsiveness to need and the impact of scholarships and financial aid on retention and completion and indebtedness for students from underrepresented and marginalized populations.

2.4 Establish a stronger institutional case for supporting students of color, LGBTQ+ and other historically underserved groups through ongoing fundraising efforts.

     2.4.1 Increase the number of fellowships and
     internships opportunities for underrepresented
     students.

     2.4.2 Provide scholarships for summer community
     classes and intensives to increase access to
     prospective students in the Winston-Salem
     community.

Increase curricular and co-curricular career readiness opportunities and support for student-artists, including those who have been historically underserved in higher education.

Framework alignment

  • Critically evaluate and update curriculum, pedagogies and career readiness

Stakeholders: Students, Faculty and Alumni

Primary stewards: Provost, Career Development, Academic Affairs, Student Affairs and Deans

Measures of success

  • Increased job placement and leadership opportunities.

Strategic actions

3.1 Increase the availability and accessibility of off-campus professional development opportunities for students.

3.2 Launch a career readiness initiative to connect first-year students with alumni who graduated within the last five to seven years.

3.3 Create a campaign or initiative to contextualize the depth and breadth of artistic value within and beyond the arts.


Capacity Building

Hire a chief diversity officer and develop the infrastructure, under their leadership, to effectively and collaboratively steward the campus’ EDIB efforts.

Framework alignment

  • Create an accountability structure for EDIB work at our institution.
  • Enhance a campus culture that privileges equity-mindedness, inclusion and belonging.
  • Recognize, celebrate and enhance the artistic visibility of artists of color, women, LGBTQ+ and other historically underrepresented groups.
  • Review and update the symbols and art across campus.
  • Critically evaluate and update curriculum, pedagogies and career readiness.
  • Focus on recruitment and retention of students, faculty, staff and UNCSA supporters of color and other historically marginalized and underserved populations.

Stakeholders: All community members

Primary stewards: Chancellor, Provost

Measures of success

  • Increased infrastructure for advancing EDIB work.
  • Dedicated funding and resources.

Strategic actions

1.1 Establish a shared governance committee to support the work of the chief diversity officer.

1.2 Design a sustainable model for the Office of the Chief Diversity Officer, including clear roles and responsibilities, staffing and a budget that is inclusive of startup costs needed to establish an office and campus imprint.

1.3 Launch a national search for the founding chief diversity officer of the UNCSA Office of Equity, Diversity, Inclusion and Belonging.

Create infrastructure for managing and maintaining a collection campuswide that prioritizes historically underrepresented artists’ visual art, performances and productions.

Framework alignment

  • Recognize, celebrate and enhance the artistic visibility of artists of color, women, LGBTQ+ and other historically underrepresented groups.

Stakeholders: All community members

Primary stewards: Chancellor, Campus Art Committee, Library

Measures of success

More art reflecting the lived experiences of the diverse artists who created the work.

Strategic actions

2.1 Establish a joint Art Walk Committee charged with planning and executing programming that celebrates the diversity of artists within UNCSA and the surrounding community.

2.2 Hire a part-time staff member or contractor to support the curator’s work to build infrastructure and maintain the collection.

2.3 Develop and implement a plan to actively engage and cultivate relationships with collectors who value and have access to diverse artists and art forms.

Implement a recurring campus climate survey to better understand the lived experiences and needs of students and employees and to measure institutional progress toward EDIB goals.

Framework alignment

  • Create an accountability structure for EDIB work at our institution.
  • Enhance a campus culture that privileges equity-mindedness, inclusion and belonging.

Stakeholders: All community members

Primary stewards: Chancellor, Provost, Chief Diversity Officer, Shared Governance Committee, Human Resources, Institutional Integrity, Institutional Research

Measures of success

  • Improvement in the coordination and quality of campus data collection.
  • Regularly occurring surveys.
  • Data to support and measure the impact and process of organizational efforts to advance equity, diversity, inclusion and belonging.

Strategic actions

3.1 Develop a comprehensive assessment system and environmental measures for regularly evaluating climate at UNCSA.

3.2 Develop and maintain an inventory of EDIB-related work to improve coordination, engagement, and resource utilization.

Develop a standing Governance Committee structured to support and guide ongoing EDIB work across campus and work in partnership with a chief diversity officer in the future.

Framework alignment

  • Create an accountability structure for EDIB work at our institution.
  • Enhance a campus culture that privileges equity-mindedness, inclusion and belonging.

Stakeholders: All community members

Primary stewards: Chancellor, Provost, Chief Diversity Officer, Faculty Council, Staff Council, Student Government Association

Measures of success

  • Increased coordination and strategic oversight of UNCSA’s work to advance EDIB.

Strategic actions

4.1 Engage key stakeholders in the collaborative development of a shared governance model and establish a transparent and equitable process for identifying and onboarding members.

4.2 Require all Governance Committee members to engage in ongoing EDIB training and professional development.


EDIB & Cultural Intelligence

Create a culturally responsive curriculum that engages diversity as a collective resource and facilitates students’ self-representation of their identities to advance learning.

Framework alignment

  • Enhance a campus culture that privileges equity-mindedness, inclusion and belonging.
  • Recognize, celebrate and enhance the artistic visibility of artists of color, women, LGBTQ+ and other historically underrepresented groups.
  • Critically evaluate and update curriculum, pedagogies and career readiness.

Stakeholders: Faculty, staff, teaching assistants and students

Primary stewards: Provost, Academic Affairs, Student Affairs, Chief Diversity Officer, Deans, Career Development

Measures of success

  • More diverse representation in the teaching materials and resources across all schools and disciplines.
  • Increased sense of belonging.
  • Increased retention of students.

Strategic actions

4.1 Assemble a working group to conduct a campuswide audit of current curricula to identify opportunities to increase representation, equity and accessibility.

4.2 Establish funding criteria that promote the recruitment and selection of guest speakers and artists who represent diverse demographics and share UNCSAs commitment to equity, diversity, inclusion and justice.

4.3 Implement an Inclusive Excellence in Teaching & Learning Workshop to promote pedagogical strategies that address the diverse needs, experiences, learning styles, interests and abilities of students. 

4.4 Prioritize the inclusion of diverse artists, performers and works in UNCSA performances.

Expand EDIB-related professional development opportunities and resources for students and employees to build their capacity for demonstrating a commitment to diversity, equity, inclusion and belonging.

Framework alignment

  • Enhance a campus culture that privileges equity-mindedness, inclusion and belonging.
  • Critically evaluate and update curriculum, pedagogies and career readiness.

Stakeholders: All community members

Primary stewards: Provost, Human Resources, Chief Diversity Officer, Academic Deans, Student Affairs

Measures of success

  • Increase in the number of training opportunities and EDIB resources available for building EDIB skills and awareness.
  • All training and professional development materials and content reflect our commitment to diversity, equity, inclusion and belonging.

Strategic actions

2.1 Create an EDIB resource page on the UNCSA website that includes a calendar of events, educational workshops, holidays, resources, programs and opportunities.

2.2 Develop and implement a suite of EDIB-related workshops and an EDIB awareness campaign.


Support & Advocacy

Assess and improve campuswide programming, support and resources designed to increase students’ and employees’ sense of belonging, personal safety and well-being.

Framework alignment

  • Enhance a campus culture that privileges equity-mindedness, inclusion and belonging.

Stakeholders: All community members

Primary stewards: Chancellor, Provost, Academic Affairs, Student Affairs, Human Resources, Police and Public Safety, Finance & Administration, Teaching & Learning

Measures of success

  • Increased funding and support for mental health counselors who are from diverse backgrounds and have diverse lived experiences that will resonate with our BIPOC and LGBTQ+ communities.

Strategic actions

1.1 Gather comprehensive information on all resources available to students, including Counseling Services, Student Affairs, Residence Life, Police and Public Safety, Community Engagement, and the communication processes between these units. Review data annually to ensure adequate staff and funding resources to accomplish goals and proactively and responsively meet student needs.

1.2 Establish a cross-functional team including the Office of the Provost, Academic Affairs, Student Affairs and Human Resources to lead efforts to redesign the daily schedule and reinforce best practices in support of the community's health and well-being including regular opportunities to learn and engage.

1.3 Provide support and resources to UNCSA Police and Public Safety for the creation and funding of a minimum of two annual, ongoing initiatives and opportunities aimed at increasing safety and enhancing connection, trust and transparency between police and community.

1.4 Assess campus lighting and implement strategies to improve efficiency, safety and wayfinding.

1.5 Expand access to support and resources that would create a greater sense of belonging, support and connection for student-artists with disabilities.

Create meaningful practices, policies, and programming that help foster a safe and welcoming climate for members of the campus and the broader community.

Framework alignment

  • Enhance a campus culture that privileges equity-mindedness, inclusion and belonging.

Stakeholders: All community members

Primary stewards: Chancellor

Measures of success

  • Improved relationships and reputation within the local community.
  • Review and update the symbols and art across campus.
  • Campuswide efforts to increase equity and inclusion. 

Strategic actions

2.1 Create a shelter for the bus stop adjacent to campus in conjunction with the City of Winston-Salem Artistic Bus Shelter Program.

2.2 Expand gender-neutral restroom signage campuswide.
 
2.3 Identify and implement best practices for honoring the UNCSA connection to the Indigenous people who occupied the land.

2.4 Convert Ehle Drive to a Main Street with public art.

2.5 Establish a preferred pronoun policy.

2.6 Establish an EDIB award and recognition program sponsored and supported by campus leadership.

Increase alumni engagement from historically underrepresented groups through consistent and meaningful support, collaboration and relationship building.

Framework alignment

  • Recognize, celebrate and enhance the artistic visibility of artists of color, women, LGBTQ+ and other historically underrepresented groups.
  • Focus on recruitment and retention of students, faculty, staff, and UNCSA supporters of color and other historically marginalized and underserved populations.

Stakeholders: Students, Alumni

Primary Stewards: Alumni, Academic Deans, Chief Diversity Officer

Measures of success

  • Increased participation by alumni from historically underrepresented groups

Strategic actions

3.1 Expand Alumni model to include relationship building with current students to ensure that a connection is established before graduation.

3.2 Establish recurring events and programs that allow alumni to network, reconnect with their peers and offer support to current students.

3.3 Increase support to assist recent alumni with job placement within the first five years following graduation.


Additional recommendations

Adopt Universal Design for Higher Education as the UNCSA standard for creating physical spaces, instruction, services and information technology that is usable by campus constituents with various characteristics, to the greatest extent possible, without the need for adaptation.

Framework alignment

  • Create an accountability structure for EDIB work at our institution.
  • Enhance a campus culture that privileges equity-mindedness, inclusion and belonging.

Stakeholders: All community members

Primary stewards: Finance and Administration, Academic Affairs, Student Affairs, Chief Diversity Officer, Teaching and Learning Center

Measures of success

  • Utilization of standards for creating and upgrading physical and virtual space.
  • Increased access to learning and working for students and employees.

Strategic actions

1.1 Engage the principles of Universal Design campuswide to guide the development and improvement of physical spaces, instruction, services and information technology.

1.2 Launch a Universal Design Workshop that elevates awareness, skills and support for students with disabilities or other learning weaknesses, ensuring that students have equitable access to the UNCSA learning environment.

1.3 Conduct a Comprehensive Accessibility Audit and 5- to 10-year improvement plan to address prioritized facilities barriers, achieve ADA compliance, establish ongoing funding (and processes) for accessibility needs and improvements, and increase connectivity of accessibility resources and services.

1.4 Amend the Campus Master Plan to include requirements for universal campus accessibility in all future buildings and renovations (both physical spaces and technological capabilities).

1.5 Update existing -- and include in future job descriptions -- language that articulates our commitment to equity, inclusion and Universal Design and specific qualifications and expectations for how each role will support UNCSA in creating and maintaining an equitable learning community.

Leverage the Division of Strategic Communications (including its marketing department) and the Office of Advancement to emphasize the value of diversity of perspective and experience to donors, patrons, alumni, employees and students.

Framework alignment

  • Enhance a campus culture that privileges equity-mindedness, inclusion and belonging.
  • Recognize, celebrate and enhance the artistic visibility of artists of color, women, LGBTQ+ and other historically underrepresented groups.

Stakeholders: All community members

Primary stewards: Strategic Communications, Advancement (including Alumni), Human Resources, Deans, Student Affairs

Measures of success

  • Accurate but aspirational representation for the full spectrum of artistic output for the entire institution.

Strategic actions

1.1 Establish four channels of communication with donors, patrons, alumni and students to discover and highlight three divergent pathways in each arts school or division on an annual basis to place explicit value on diversity of perspective and experience.