Inclusive Excellence Action Plan – HRDMA · Affirmative Action and Equal Opportunity Office Human Resource Services and AAEO Components of Inclusive Excellence (Summary) Pillar

2017

Inclusive Excellence Action Plan – HRDMA

2

Human Resources, Diversity and Multicultural Affairs

GENERAL INFORMATION

a. Name of College/Division/Office - Human Resources, Diversity and Multicultural Affairs

b. Name of Dean or Vice President/Provost - Dr. Wanda Heading-Grant

c. Name of person submitting inventory on behalf of College or Division

Name - Joel Shapiro

Title - Director, Professional Development and Training

Unit - Diversity, Engagement and Professional Development

E-mail address - [email protected]

Phone number - 656-0966

d. Departments and/or core functions within the Human Resources, Diversity and Multicultural

Affairs (HRDMA) unit (descriptions of each unit are in the appendix):

Office of the Vice President of HRDMA (OVP)

Diversity, Engagement and Professional Development (DEPD)

o The Center for Cultural Pluralism (CCP)

o The Mosaic Center for Students of Color (MCSC)

o Lesbian, Gay, Bisexual, Trans and Pan, Queer & Questioning, Asexual and

Advocate Center (LGBTQA Center)

o The Women’s Center (WC)

o Professional Development and Training (PDT).

o Interfaith Center (IC)

Human Resource Services (HRS)

o Affirmative Action & Equal Opportunity (AAEO)

o Benefits, Compensation & HR Information Systems (HRIS)

o Labor and Employment Relations (LER)

o Recruitment and Retention

e. Implementation team members (including team lead/chair)

Name Title Department/Office/Unit

Joel Shapiro

(Chair/Team Lead)

Director, Professional

Development and Training

Diversity, Engagement and

Professional Development

Šemsa Dobraca Benefits Advisor Benefits, Compensation &

HRIS

Sarah Childs Assistant Director, The Mosaic

Center for Students of Color



Greg Paradiso Director, Benefits, Compensation

& HRIS

Benefits, Compensation &

HRIS

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Oleh Kaarmik Professional Development

Coordinator & Trainer, Center for

Cultural Pluralism



Kate Spence Title IX & EEO Investigator,

Affirmative Action and Equal

Opportunity Office

Human Resource Services and

AAEO

Components of Inclusive Excellence (Summary)

Pillar 1: Academics

Component 1: Faculty Support and Engagement

Action/Initiative/Activity Responsible Unit(s)/Role(s)

Blackboard Jungle Symposium Office of the Vice President

Host, organize, and fund multiple speakers,

symposia and conferences brought to campus Office of the Vice President,



Faculty Development Day Office of the Vice President,

Center for Cultural Pluralism,

Provost office

Faculty Resource Network Diversity, Engagement and


Organizing identity focused faculty forums Office of the Vice President,



New Faculty Orientation presentations Diversity, Engagement and

Professional Development,

Affirmative Action and Equal

Opportunity

Classroom presentations (at the request of

individual faculty members) Affirmative Action and Equal

Opportunity,



Consultation and training for faculty on strategies

for effective engagement of diverse student

populations into global dialogue and practice


Professional Development (Center

for Cultural Pluralism)

Awards given:

Outstanding Faculty Woman Award

Outstanding Social Justice Activist Award


Professional Development (Women’s

Center, Mosaic Center for Students of

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Lydia Dodge Award

Staff and Faculty Award: A staff and/or faculty

member of color who has displayed continual

commitment to Leadership, Advocacy, and

Social Justice.

Tim Shiner Ally Award: Awarded to an ally(s)

(student, staff, and/or faculty) who

demonstrates a strong commitment to work

within the UVM community of color in an

effort to create social change

LGBTQA Rainbow Graduation Awards

Color, Lesbian, Gay, Bisexual, Trans

and Pan, Queer & Questioning,

Asexual and Advocate Center)

Guest lectures NR6 course in Rubinstein School of

Environment and Natural Resources.

Lecturer in College of Education and Social

Services teaching HDFS141.

Center for Cultural Pluralism,



Webinars offered to faculty and staff:

“Clash of Civilizations” (3-part webinar)

“Supporting Muslim Students & Staff in

Turbulent Times”

Center for Cultural Pluralism

Professional Development and

Training

Mosaic Center for Students of Color

Interfaith Center

Training / support /consultation in development of

cross-cultural diversity competencies in the

classroom.




Higher Education Resource Services (HERS)


Training,



Component 2: Student Support and Engagement


Academic support programs/sponsor peer tutoring Diversity, Engagement and

Professional Development (multiple

units)

Dedicated student retention specialist position/role Diversity, Engagement and


(Mosaic Center for Students of

Color)

Disability accommodations for the classroom Affirmative Action and Equal

Opportunity (Americans with

Disabilities Act (ADA) Coordinator)

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Sessions on cross-cultural dexterity to non-U.S.

students



(Center for Cultural Pluralism)

Counter-storytelling in Education (academic course

offered through the College of Education and

Social Services)




Award Banquets Lesbian, Gay, Bisexual, Trans and

Pan, Queer & Questioning, Asexual

and Advocate Center/


Women’s Center

Component 3: Curriculum, Pedagogy, and Research

Component is not applicable to the mission or work of college/division – The Division of

HRDMA is not an academic unit

Pillar 2: Community

Component 1: Representational/Compositional Diversity and Equity of Staff, Students, and

Faculty


Search committee training and consultation on

inclusive hiring practices

AA/EO Office

Partnerships with faculty and staff search

committees developed to support diverse

recruitments

AA/EO Office

Abenaki Summer Happening, Summer Enrichment

Scholar Program, Henderson Fellowship Program

MCSC, Center for Cultural

Pluralism/Diversity, Engagement and


Component 2: Multicultural Competency Development of Staff, Students, and Faculty


Coordinate Blackboard Jungle Symposium Office of the Vice President /Center for

Cultural Pluralism

Division employees are expected to attend

HRDMA-sponsored programs and other Diversity

events on campus

HRDMA Senior Leadership

Professional Development and Training has added

eleven new classes focused on issues of diversity,

equity and excellence.

Professional Development and Training,

Diversity, Engagement and Professional

Development

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Organized the first faculty professional

development event specifically designed for those

teaching D1, D2 and other diversity related courses.

This event, “Maximizing Multicultural Learning in

the Classroom: Diversity, Pedagogy and

Curriculum.

Continue to collaborate with Provost Office for

ongoing faculty development programs


Development, Office of the Vice

President, Center for Cultural Pluralism

Provide annual multicultural competency

educational program for President’s Senior

Leadership team

Office of the Vice President


Development

Partnership with Admissions office to increase

yield of students of color

Mosaic Center for Students of

Color/Diversity, Engagement and


Partnership with Admissions office to increase

yield of LGBTQA students

Lesbian, Gay, Bisexual, Trans and Pan,

Queer & Questioning, Asexual and

Advocate Center/Diversity, Engagement

and Professional Development

Dismantling Rape Culture Conference Women’s Center

Hiring of Interfaith Coordinator and opening of the

Interfaith Center (2016)

Center for Cultural Pluralism/Diversity,

Engagement and Professional

Development

Hiring of Professional Development Coordinator &

Trainer for Intercultural Competency in partnership

with the Global Gateway Program (GGP

subsequently cut position July 1, 2017)



Development

Religion 101 series to increase religious literacy

and cultural competency of staff and faculty

Interfaith Center, Professional


Component 3: Inclusive Campus Climate for Staff, Students, and Faculty


Oversees Presidential Commission for Inclusive

Excellence


LGBTQA Center provided guidance in the ongoing

effort to increase access to restrooms for

transgender students.





New employee orientation for 228 new employees

through the “Welcome to UVM: Culture and

Community” class which incorporates information

on “Our Common Ground”


Development/Professional Development

and Training

Career Success Partnership with Career Center Lesbian, Gay, Bisexual, Trans and Pan,


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Creation of Dream Zone for undocumented

students

Mosaic Center for Students of

Color/Diversity, Engagement and


Annual Diversity Conference and Display (3

occasions)



Development

Opening of the Interfaith Center Center for Cultural Pluralism/Diversity,


Development, Interfaith Center

Staff Appreciation Awards Diversity, Engagement and Professional

Development

Support of the President’s Our Common Ground

Awards

OVP HRDMA

Component 4: Programs, Services, & Events


Home for the Holidays

Welcome Back Family BBQ

History Month programming

Awards & Rainbow Graduation



Advocate Center

Welcome Back BBQ

Campus Victim’s Advocacy

The Women’s Awards Banquet

Women@Noon (speaker series)

Sexual Violence Awareness Month

Women’s HerStory Month (March)

Dismantling Rape Culture Conference (April)

Domestic Violence Awareness Month

(October)

Sisterhood Circle, monthly (collaboration with

Mosaic Center for Students of Color)

Women’s Center

Personalized advising and mentoring; “Peer

Mentoring Program” during the critical first

year transition

“Summer Enrichment Scholars Program”

(SESP), a summer bridge program for

underrepresented students

“Racial Aikido”, a diversity training for

students of color


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Women of Color Leadership Retreat, a

collaboration with our Women’s Center

Annual Mosaic Center for Students of Color

Awards Banquet

Graduation Brunch.

Abenaki Summer Happening Program

Faculty Resource Network

Visiting Scholar Speaker Series

Center for Cultural Pluralism; Diversity,


Development

Staff Appreciation

Blackboard Jungle

Sr. Leadership Diversity Training

Martin Luther King, Jr. celebration

Office of the Vice President;


Higher Education Resource Services (HERS) Office of the Vice President; Professional


Interfaith Engagement Series

Religion 101 Series

Interfaith Center, Professional

Development & Training

Pillar 3: Environment

Component 1: Physical Accessibility


Assess and coordinate accommodations across

campus through the ADA office

AAEO - ADA Coordinator

Partner on the campus-wide Universal Design for

Learning (UDL) accessibility assessment

AAEO

Provide translation services to the multiple

language speakers on our campus

Case by case, as necessary

Component 2: Technology Use and Accessibility


Support University’s accessibility study and

determine next steps for Division

AA/EO Office

Component 3: Cognitive Accessibility


EDU@UVM Professional Development and

Training/Diversity, Engagement and


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Component 4: Inclusive Spaces


Gender-inclusive restrooms




Advocate Center


Development/HRDMA

Identity Centers have dedicated study and social

room available

Mosaic Center for Students of Color/



Advocate Center

/Women’s Center-Diversity, Engagement

and Professional Development, Interfaith

Center

Dedicated spaces for prayer and meditation Center for Cultural Pluralism, Interfaith

Center, Mosaic Center for Students of

Color

Allen House dedicated spaces: meditation room

(305), Library resource room (202), Social Justice

Art Gallery (101)



Development

Pillar 4: Operations

Component 1: Policies, Procedures, and Practices


Training for students regarding Affirmative Action

and Equal Opportunity procedures and their rights

under Title IX.

AA/EO Office

For recruitment and searches: We provide

supervisors with a list of more than 90 local and

national diversity-related publications and

resources to advertise open positions. A sample of

these publications/resources are: Diverse

Magazine/Diverse Issues in Higher Education,

Emerge Magazine, The Advocate, NAACP,

National Urban League, National Association for

Equal Opportunity in Higher Education, League of

United Latin American Citizens, American

Association of University Women (AAUW),

Human Resource Services

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Consortium of Higher Education LGBT Resource

Professionals, National Council of Jewish Women,

Higher Education Recruitment Consortium

(HERC), and UVM’s ALANA Coalition

Current medical plan document covers Gender

Identity Care and ongoing benefits analysis and

wellness programming include diverse and

inclusive perspectives

Benefits, Compensation & HRIS

Exit interview process instituted for staff Benefits, Compensation & HRIS

On-line performance management system launched HR Services

Component 2: Evaluation and Assessment


Conferences/workshops/classes use on-line

evaluations


Training/Diversity, Engagement and


Identity centers collect utilization statistics Diversity, Engagement and Professional

Development

Campus Climate Study Office of the Vice President

Faculty and Staff Equity Studies Office of the Vice President

Component 3: Financial


Funding of multiple diversity and inclusive events

across campus


Component 4: Internal/External Communications


Developing and supporting campus-wide

communications and responses to emerging

diversity, inclusion and climate issues


Develop translated documents for major benefits

areas to address language barriers

Benefits, Compensation & HRIS

Dedicated position for communications concerning

Division’s events and services


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Action Plan for the Four Pillars of Inclusive Excellence

Pillar 1: Academics

What are the benefits, impacts, and/or learning outcomes of your initiatives and

practices? How do these initiatives and practices promote inclusive excellence in your

college/division?

Promoting the Academic Success and Engagement of UVM’s Students

While HRDMA is not an academic unit, our multiple initiatives and services contribute to

inclusive excellence in the academic experience and contribute significantly towards

students’ academic success. The programming and services provided by our identity centers

assist students transitioning into the University personally and academically. In addition,

several members of our Division have academic appointments and teach academic courses

related to diversity and inclusion. From multiple units within the division, staff members are

invited to provide classroom presentations, which further deepen our students’ knowledge

and build critical thinking skills in diversity and inclusion.

Supporting the Multicultural Competency Development, Engagement, and Success of

UVM’s Faculty

HRDMA sponsors and coordinates multiple faculty development events (e.g., conferences,

symposia, other learning events) bringing nationally recognized experts on diversity-related

topics to UVM. These learning events promote the multicultural competency development of

our faculty to assist them in bringing new perspectives into their teaching, research and

scholarship. Additionally, these events provide a valuable forum for faculty to share their

scholarship and research with peers and others across the institution.

HRDMA offers multiple awards and recognition for faculty (as well as others) who

demonstrate a commitment to social justice, supporting communities of color, women’s

issues, and LBGT issues, thus promoting positive and active engagement in diversity and

inclusion efforts.

HRDMA actively provides support to faculty from underrepresented and diverse

backgrounds through programmatic efforts such as the Henderson Fellowship Program and

identity-based forums (e.g., faculty of color forum with the President and Vice President of

HRDMA, forum for women faculty co-sponsored with multiple campus partners). The

impact of these efforts is that faculty from marginalized identities have avenues to have their

experiences, ideas, and concerns heard and responded to by senior campus leaders

What initiatives and practices for inclusive excellence does your division/college

consider exemplary and could serve as a model or best practice at UVM?

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Blackboard Jungle Symposium

The annual Blackboard Jungle Symposium is the largest university-wide faculty and staff-

focused diversity and inclusion learning event on campus. Having celebrated its decennial

anniversary in 2016, this symposium is known for bringing speakers of national acclaim to

UVM and creating the space for faculty and staff to have meaningful conversations on

current diversity and inclusion issues.

In addition to a full day of sessions and workshops, there is an opening keynote, which often

draws members from the greater community (beyond UVM and Burlington). Also of note is

HRDMA’s partnership with the Offices of the President and Provost to establish a pre-

conference diversity and inclusiveness training for the President and Provost’s Senior

Leadership team during the symposium.

Faculty Development Day

The introduction of UVM’s Faculty Development Day was initiated when HRDMA and

other partners sponsored the “Maximizing Multicultural Learning in the Classroom:

Diversity, Pedagogy, and Curriculum” event in fall 2016. Coordinated by HRDMA and

supported by a committee of faculty across the University, this conference became a

springboard for the initiation of the annual fall semester Faculty Development Day.

Integrated into this learning day are speakers and workshops devoted to issues of inclusive

excellence in the classroom and in academia at large.

Ongoing Professional Development for Faculty

Beyond specific events, faculty development opportunities are further supported and

cultivated by the programming delivered by HRDMA. For example, the Center for Cultural

Pluralism coordinates workshops throughout the year on topics such as intercultural

classroom dynamics, and regularly provides consultation and coaching services for

curriculum transformation and the infusion of multicultural practice/perspectives in

pedagogical practice. In partnership with the Global Gateway Program, the Center for

Cultural Pluralism provided a trainer/consultant for faculty to support the goal of increasing

international students. This position ended June 30, 2017

What goals does your college/division want to achieve within the next year? Within the

next three years?

New Employees

We want to build on HRDMA’s recent efforts with the annual New Faculty Orientation. In

the past year, HRDMA’s Vice President facilitated a session on The History of Diversity at

UVM for new faculty. The Diversity, Engagement and Professional Development units have

likewise facilitated sessions for faculty on the issues and resources available for

underrepresented students and faculty provided through our offices.

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For new members of UVM, the Human Resource Services and Affirmative Action Office

will offer a new on-line sexual harassment awareness and prevention program for all

incoming employees including faculty.

Additional Professional Development Offerings

To advance the practice of the preferred name option in Banner system (that began in 2009),

the LGBTQA Center will propose a training for faculty on the use of preferred names and

pronouns with accompanying resources.

As the Interfaith Center enters its second year of operation, the Center will develop a

resource list for faculty and staff focused on religious literacy and climate issues.

Identity-Based Faculty Forums and Tracking

We want to expand the identity-based faculty forums (e.g., faculty of color, women faculty)

and continue to help bridge the concerns of these faculty with our institutional leadership.

We want to work with the Office of Institutional Research to track the hiring and retention of

faculty based on membership in identified communities will allow us to be more effective in

our outreach and work with colleges to support their efforts in their departments.

Proposing a New Award

In an effort to continue to increase the visibility of culture and social justice in research and

teaching we will develop a proposal for a new award to recognize outstanding diversity

initiatives.

What strategies and resources (e.g., skills, expertise, financial) will your college/division

use to meet your goals within a given component? What resources are needed?

Maintain and Build on Relationships

Relationship building is critical to sustaining organizational transformation toward diversity

and inclusion. We will continue to actively cultivate relationships with entities on- and off-

campus that support UVM’s and our Division’s diversity and inclusion goals, including with

units and individuals.

Continue Developing Our Knowledge and Expertise to Share with Others

In our work, we have found that many still equate diversity only with race. The complexities

of intersectionality and emerging topics must continue to be explored, supported, and

engaged. We will continue to build our knowledge and expertise on the complexities of

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“diversity” so that we can enhance our programming to address intersectionality and

emerging topics.

Time: Our Most Precious Resource

The most valuable resource needed to forge and cultivate relationships with individuals and

units, and to deepen our learning and knowledge in pursuit of inclusive excellence goals is

time. We will continue to carve out time to engage in this important work and create

organizational efficiencies to support this engagement.

Resources for the Interfaith Center and Professional Development Program

Additional monetary resources are needed for finalizing the first phase of a fully functional

Interfaith Center (e.g., ADA access, audio/visual equipment). Funding and resources for our

professional development programming (e.g., intercultural, diversity, and social justice

pedagogy and curriculum) and to support the institution’s commitment to internationalization

through classroom consultation is another area of need.

What metrics will your college/division use to gauge its progress with diversity and

inclusive excellence goals?

Satisfaction and learning outcomes data of education/learning events through the

Professional Development and Training registration system.

Pillar 2: Community



college/division?

Climate of Inclusiveness at UVM

The impact and benefit of the existence and programming of the identity centers and multiple

HRDMA initiatives help to create and sustain a climate of inclusiveness throughout the

University. These efforts also promote the success of UVM’s underrepresented and

marginalized students, staff and faculty by supporting their safety, access, equity,

engagement, and success at UVM.

Of national note, due to the leadership of the LGBTQA Center (in collaboration with other

partners), UVM earned five out of five stars on the LGBT-Friendly Campus Climate Index.

We also ranked among the Top Ten Trans Friendly Colleges & Universities with The

Advocate and Campus Pride.

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UVM is also a multiple year recipient of the Higher Education Excellence in Diversity

Award given by Insight into Diversity Magazine.

Enhanced/Increased Recruitment of Employees

Our involvement in recruitment and search processes across the institution extends from

compliance related activities through the Affirmative Action and Equal Opportunity Office to

training, education and advising offered through our Human Resource Services Recruitment

and Advising program. These efforts, which involve providing resources to enhance the

diversity of candidate pools and build awareness, knowledge, and skills for less bias in search

processes, have increased the institution’s compositional diversity.

Enhanced/Increased Recruitment of Students

HRDMA’s partnership with the Division of Enrollment Management, through efforts such as

assisting with calls to admitted students of color to share experiences and answer questions

about UVM and life in Vermont and internationalization, have facilitated bringing greater

domestic and international diversity to UVM:

o Assisting with admitted student visit days by LGBT and MCSC Centers;

o Identity centers and CCP serve as consultants to the offices of Enrollment

Management and the colleges regarding recruitment and retention;

o Formal training for Advocats involves the entire DEPD unit.

Greater Multicultural Competency at UVM

Our multicultural competency development efforts, which range from major conferences on

campus to workshops and classes increase individual and collective awareness, knowledge,

and skills with specific programs recognizing the unique needs of students, staff, and faculty.

The visibility garnered from the Blackboard Jungle Symposium, Women’s Summit,

Dismantling Rape Culture Conference and many other initiatives and programs sends a

message that UVM values diversity and inclusion and is actively trying to build the collective

multicultural competency in its community members.

Extending our Impact Through Partnerships

Many of HRDMA’s educational and programmatic efforts engage on- and off-campus

partners thus expanding our reach and impact. HRDMA’s signature events (e.g., Blackboard

Jungle, Martin Luther King celebration) bring members from the local community to the

UVM campus. Partnerships, such as with the Flynn Center provide access to premier diverse

cultural performance experiences.



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An Integrated Approach to Inclusion and Equity Work

Through HRDMA’s leadership, expertise, and efforts, we routinely provide critical and

timely coordination to help advance strategic inclusion goals and resolve emerging diversity

and issues. To carry out this work, we often work closely with individuals and unit-level

stakeholders, leaders, and champions across campus. Our collaborative approach is intended

to build a deep-seated investment in and capacity for inclusive excellence across the

institution (not just through a few diversity-focused offices on campus).

Many of our practices and initiatives stem from the premise that collaborating with key

University stakeholders, raising awareness across many levels in the institution, advocating,

and being a courageous voice for diversity, equity, and inclusion is key to our success as a

division and institution. We have also centralized diversity educational programming for staff

and faculty through the Diversity, Engagement and Professional Development unit.

As such, HRDMA and the broader institution have benefitted from the integration of our

human resource functions with our diversity functions to capitalize on the synergy and

opportunities that exist among the policies, programs, and practices that inform both areas.

One recent example is the partnership between the Center for Cultural Pluralism and the

Global Gateway program to address the University’s growing international student

population and advise on academic integration. This partnership funded both the Interfaith

Coordinator and Cross-Culture/International Training Coordinator positions. However,

funding for the latter position was discontinued June 30, 2017.

Support of LGBT Students and Community Members

The LGBTQA Center has partnered with the Career Center to support LGBTQA students

with identity-related career concerns as they navigate the career search process (e.g.,

identifying inclusive workplaces, interview dress for gender non-conforming people,

understanding challenges within specific career fields, and the representation of LGBTQA

leadership on resumes).

Additionally, the LGBTQA Center collaborated with campus partners on the Gender

Inclusive Restroom Taskforce (GIRT). GIRT evaluated options for multi-stall, non-gender

segregated bathrooms in order to increase bathroom access across campus, and actively

engaged in conversations regarding evolving concepts of gender identity and inclusion. This

recent initiative will move forward as the LGBTQA Center works to develop a campus map

featuring GIRT locations and will coordinate campus awareness and educational

programming in alignment with this initiative. The Center has already provided several

presentations to campus departments on this topic.

Support for Underrepresented and Undocumented Students

The Mosaic Center for Students of Color (MCSC) sponsors the Summer Bridge program to

help acclimate students to the campus and begin to build community in support of their

retention. During the first weeks of class, the MCSC and other identity centers in HRDMA

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host “Welcome Home” events. All members of the UVM community are invited to these

events, but there is a special focus on new and returning students. Throughout the year,

HRDMA’s identity centers offer a wide range of support services, tutoring and programming

to assist in students acclimating to University life and furthering their personal and academic

development.

Recognizing the invisibility of undocumented students and our commitment to serving this

community, the MCSC is creating a DREAM Zone within the Center stocked with resources

designed to support students who identify as undocumented or have family members who

identify as undocumented. To complement this effort, the MCSC and colleagues from UVM

Extension convened a work group to provide information and resources intended to aid

undocumented students with the successful completion of their degree program. The work

group consisted of faculty and staff from the College of Education and Social Services,

Enrollment Management, the Division of Student Affairs, and HRDMA.

Dismantling Rape Culture

The Women’s Center sponsors the annual “Dismantling Rape Culture” in collaboration with

UVM students. This conference is a prominent example of how the identity centers provide

opportunities to develop leadership and organizing skills through a rich educational

experience for the UVM community and beyond.


next three years?

o Continue to increase our internal capacity as a division through implementing a

diversity curriculum within our divisional meetings; require that HRDMA staff attend

at least one cultural competency program annually; have dedicated funds for our staff

to engage in professional development for diversity and inclusion.

o Increase our (particularly AAEO’s) visibility across campus, especially in residence

halls to ensure that students are familiar with available resources for reporting and

addressing incidents of discrimination, harassment, and/ or sexual misconduct, and

can access them.

o A second Women’s Summit is scheduled for November 2017.

o Engage in the implementation planning process following the completion of the

Universal Design assessment.

o Complete the assessment project the identity centers have worked on in collaboration

with the Office of Institutional Research to gather data on student race, ethnicity,

LGBTQA identity, and faith against metrics such as retention and graduation rates,

and post-graduate outcomes.

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o Expand the class offerings of diversity and inclusion classes to include a “new

supervisor” training with diversity components infused throughout the curriculum,

and to initiate the awareness and training program in accordance with the new GIRT

initiative.



o Funding for facilitators to enable us to expand our current diversity inclusion

offerings through Professional Development and Training.

o Improved (climate controlled) space for staff and faculty training in the Professional

Development and Training classrooms.

o A contact management system to systematically track employee and labor relation

cases enhancing customer service and the ability to track patterns and provide

analytics. This would enable us to easily identify patterns that suggest climate issues

in particular business units.

o Funding for graduate assistants in HRDMA (particularly the identity centers) to help

develop and analyze metrics regarding graduation rates and post-graduate outcomes.



o AAEO collects and maintains data on all complaints of discrimination and harassment

including sexual misconduct. AAEO staff submit information to the Clery Act

Coordinator and assist in annual security report as appropriate.

o Workshops and trainings for staff development have migrated to the Professional

Development and Training registration system allowing for more systematic data

gathering and analysis and online evaluation system to grade the effectiveness of

classes (e.g., participant feedback/evaluations for Blackboard Jungle and other

educational events).

o LGBTQA Center’s audit of 557 separate points of service to UVM during the 2015-

2016 academic year. Their analysis found that the center's three staff members provided

a total of 4,800+ face-to-face contacts with UVM students, staff, faculty, and alumni,

and 107 prospective students and their family members.

o Tracking of faulty recruitment and retention with comparative institutional data (in

collaboration with the Office of Institutional Research).

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Pillar 3: Environment



college/division?

Inclusive Spaces

In the 2016-2017 academic year, the Mosaic Center for Students of Color (formally the

ALANA Student Center) is now centrally on campus in the Living-Learning Center and

has a name that more accurately reflects the population it serves. This new location and

enhanced facilities allow for better provision of services and outreach to students of color.

During that same period, the Interfaith Center (with the inaugural interfaith coordinator) is

now a functioning center, with dedicated programming and educational space on campus.

In general, the identity centers provide culturally inclusive spaces for gathering, learning

and support. Individual units have made efforts to display culturally inclusive art and

signage welcoming and celebrating a diverse population. We are continuing our efforts to

create culturally inclusive spaces beyond the identity centers.

Access and Accessibility

HRDMA’s AAEO office provides or coordinates translation services on an as needed basis

throughout the investigation process.

The AAEO Office also houses the Americans with Disabilities Act (ADA) Coordinator

position. This position works to insure compliance with all federal regulations for

physical and electronic accessibility, takes the lead in educating and advocating for

employees with access concerns; works with units across campus to find funding (and

sometimes provide funding) to enhance accessibility; and helps individuals and the

institution navigate conflicts in this area. The ADA coordinator is also the arbiter for the

Student Accessibility Office when there is disagreements between faculty and student

about appropriate accommodations. Actively involved with campus-wide assessment of

physical and electronic accessibility and laying the groundwork for a corrective plan.



Many of the HRDMA spaces, particularly the identity centers, model inclusivity with the

activities that take place within these areas, their décor, signage, and other artifacts.


next three years?

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o Advance campus accessibly through collaboration with University leadership to

develop an institutional policy and protocols that establish processes and resources to

implement Universal Design for accessibility and language.

o Work with University leadership and appropriate offices to develop a campus map

detailing accessibility features for each building on campus. This map will also

including gender inclusive restroom locations.

o We have started a review of web pages in HRDMA to insure auditory, visual, and

mechanical accessibility. Regarding linguistic accessibility, we will be increasing the

availability of web and printed materials in multiple languages.

o Audit and enhance HRDMA office and conference room spaces to be more culturally

inclusive through artwork and signage.



o Collaboration with the Office of Campus Planning to fund, create and publish a

campus accessibility map.

o Funding for UDL initiatives.

o Catalog HRDMA offices/conference rooms for inclusiveness and identify spaces for

enhancement (e.g., artifacts/signage/decorative items).



The campus-wide UDL assessment process will involve developing metrics for

measuring campus accessibility.

Pillar 4: Operations



college/division?

Our new online performance management system and training for conducting effective

performance reviews will allow managers and supervisors to monitor staff performance

regarding cultural competency.

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HRDMA’s recruitment and advising services continue to support the institution’s efforts

towards compositional diversity for staff and faculty. This is mirrored on the student side

by our Division’s partnership with Enrollment Management for increasing the yield of

underrepresented students.

HRDMA collaborated with campus stakeholders, including Staff Council, to develop an

exit interview tool and process. Collection of exit interview data for employees who

voluntarily leave the University was implemented in January 2017.With the new exit

interview process and the potential campus climate survey, we will have additional

feedback on climate issues.

Our collaboration with the Foundation to track and connect with alumni by identity status

would increase visibility of diversity on campus and be a potential resource to support

diversity initiatives.



HRDMA’s outreach on recruitment efforts for faculty and staff continue to include a

component on cultural biases in the search and hiring process. A collaboration with

RSENR resulted in a program focusing on unconscious bias and hiring practices in

academia.

Several systems including the online performance management and exit interview

process have been initiated to support our work in inclusive excellence.


next three years?

o Operationally there are several organizational processes we have initiated or will be

initiating to support inclusive excellence. Having introduced two new systems (i.e.,

an online performance management and exit interview process), we will be

monitoring and evaluating the implementation of these new processes and making

adjustments for improvement. These systems will support more consistent feedback

for our campus.

o In 2017-2018, we will conduct a campus climate study.

o We are planning to implement an on line sexual harassment training for all

employees.

o To enhance our ability to further assess climate issues and improve efficiency, we

want to develop and implement a database system for Labor and Employee Relations

and employee customer service (e.g., case management, contact management).

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o Collaboration (internal and external)

o Internal expertise and potential use of an outside consultant to support the planning

and implementation of a campus climate study; collaboration with the Office of

Institutional Research

o Funds to purchase a contact management system

o Funding for an additional recruitment position to support the search and recruitment

process



o Statistical reporting of performance management reviews

o Data from exit interview survey

o Utilization of on-line sexual harassment training

o Campus climate study data

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Appendix: Description of Units in HRDMA

Office of the Vice President (OVP)

Reporting directly to the President, the Vice President for Human Resources, Diversity

and Multicultural Affairs (HRDMA) is responsible for:

o Providing vision, leadership, coordination, and strategic planning for

human resources, diversity, and inclusive excellence throughout the

University;

o Increasing the efficiency, effectiveness, and value of Human Resource

(HR) systems, processes, and practices;

o Providing strategic and logistical support regarding HR policies, programs

and practices including recruitment, employee relations, total rewards

(compensation and benefits), professional, organizational, and leadership

development, and employee job training.

o Advising senior leadership on policies, programs, practices, and resources

necessary to achieve excellence in multiculturalism and diversity;

o Collaborating with campus partners to create professional development

opportunities that support faculty and staff in their development in the

areas of career learning, compliance, and cultural competency;

o Providing integrated leadership and administrative oversight of the

Diversity & Equity Unit: Abenaki Outreach Program, Affirmative Action

& Equal Opportunity Office, Center for Cultural Pluralism, Mosaic Center

for Students of Color (MCSC), LGBTQA Center, Women’s Center, and

Interfaith Center;

o Supporting the work of the President's Commission on Inclusive

Excellence (PCIE).

Diversity, Engagement and Professional Development (DEPD)

The mission of DEPD is to develop, educate and support our community of students, staff

and faculty with the aim to create a learning and work environment that is inclusive and

affirming of all its members. We are integral in preparing our students for living and

working in a global and diverse world and in building a University community that is

knowledgeable and able to support these goals. We do this by engaging in training and

dialogue, direct service, advocacy and programming that engages people at a personal

and professional level.

Within this unit, there are six distinct programs:

o The Center for Cultural Pluralism (CCP)

o The Mosaic Center for Students of Color (MCSC)

o The Lesbian, Gay, Bisexual, Trans and Pan, Queer & Questioning,

Asexual and Advocate Center (LGBTQA Center)

o The Women’s Center (WC)

o Professional Development and Training (PDT)

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o The Interfaith Center

Center for Cultural Pluralism (CCP)

The mission of the Center is to equip faculty, staff and students with the cultural and

social justice competencies necessary to function at their best in their intellectual,

leadership and pedagogical practices so that the University can provide the highest

quality of education. Our primary means of reaching these goals:

Provide consultation or coaching services for curriculum transformation and

infusion of multicultural issues;

Offer general professional development workshops, including unit specific

trainings for faculty & staff;

Offer small grants to develop programs or curriculum focused on cultural

pluralism and social justice themes;

Educational programs and trainings for students, faculty & staff to attend;

Provide physical space for meetings, workshops and retreats;

Support the distribution of information on social justice and multicultural events;

Loan library and video materials for viewing or class use to UVM faculty and

staff.

The Mosaic Center for Students of Color (MCSC)

MCSC enacts a mission dedicated to empowering the holistic well-being and success of

students of color at the University of Vermont. We facilitate access to success for our

students through programs and initiatives that develop cultural and racial awareness,

create inclusive and affirming communities of support and connect our constituents to a

broad network of university services and opportunities.

Our programs regularly educate, celebrate, communicate and connect. We work to ensure

that every student is valued and supported in their full participation in our UVM

community. Our advocacy helps to create the diverse and inclusive learning community

that UVM aspires to be.

Lesbian, Gay, Bisexual, Trans and Pan, Queer & Questioning, Asexual and Advocate

Center (LGBTQA)

The LGBTQA Center serves as UVM’s point of coordination for activities, community,

resources, advocacy, information, and history. Our staff members help people and groups

at UVM understand how to meet the needs of people with diverse sexual and gender

identities.

LGBTQA Center initiatives include services to students, staff, faculty, alums, and

prospective students. From large, community building events, individual consultation,

group trainings, to networking opportunities, the LGBTQA Center supports the HRDMA

mission of providing an inclusive and affirming campus for all members.

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Women’s Center

The Women’s Center is a place to build community, make new friends, and access an

array of resources and services. Our work focuses on building an inclusive and safe

campus and follows a two-pronged approach of:

1. Advocacy and Support

2. Education and Outreach

We provide advocacy services, empower women and their allies to use their voices, raise

awareness about the critical issues facing women, and highlight their many

accomplishments. The Center hosts ten annual programs in addition to impromptu

offerings throughout the year.

In addition to victim advocacy, education & outreach about sexual violence, relationship

violence and stalking is provided to the campus community through presentations,

workshops, programming efforts, and staff participation on a variety of campus

committees.

Professional Development and Training (PDT)

Through campus surveys, unit-level HR Representative input, participant and instructor

feedback, and conversation within our campus networks, the PDT team develops relevant

developmental opportunities for UVM staff at all stages of their careers.

PDT offers in-depth certificate series in Employee Supervision, (new) Supervising

Student Employees, Excel 2016, and Office Suite 2016. We collaborate with our

HRDMA colleagues from other units and other University offices to deliver timely

trainings on University policies and practices. Workshops, resources, and services are

designed to improve employee success and job effectiveness. Our offerings are aligned

with the University’s Mission and Strategic Goals and emphasize:

1. Development of tangible skills;

2. Integration of the principles of Our Common Ground;

3. Creating an inclusive space where members of the UVM community can

exchange diverse ideas and information.

Interfaith Center

Engaging religious diversity thoughtfully and effectively is a key challenge on college

campuses in the 21st century. Colleges and universities are already proactive in

addressing issues relevant to other types of diversity and identity: race, ethnicity, gender

and sexual orientation. However, the conversations about religious identity and pluralism

also needs a proactive approach and this lead to the creation of an Interfaith Center (IC)

for all in our community to enhance their religious awareness, build meaningful

relationships and practice their faith.

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The overall mission of the Interfaith Center is to help equip and empower individuals,

and the institution as a whole, to engage more comfortably and competently with matters

of spirituality and religion. This work is facilitated through intentional programming and

training, supporting faith-based student organizations and their activities, and providing

space for students, faculty and staff to engage in spiritual and religious practice,

community building and conversation.

Human Resource Services (HRS)

HRS delivers programs and services in support of university applicants, employees and

retirees in three functional areas:

1. Affirmative Action and Equal Opportunity

2. Benefits, Compensation and HR Information Systems

3. Labor Relations and Employment Services

Affirmative Action and Equal Opportunity (AAEO)

The Office of Affirmative Action and Equal Opportunity (AAEO) provides professional

investigations and advice to campus partners on all matters related to discrimination and

harassment. The two full-time AAEO investigators are specially trained to work with

individuals who report discrimination or harassment, including sexual assault and other

forms of sexual misconduct. In recent years, AAEO staff, in collaboration with other

key stakeholders, have worked diligently to ensure that the University’s policies and

procedures are in alignment with best practices, simplify reporting, and enhance the

University’s response to reports of discrimination, harassment, and sexual misconduct.

Staff also participate widely in education and outreach efforts to students, faculty, and

staff, and oversee the University’s compliance with Title IX. In recent years, the

University supported the creation of a full-time Title IX Coordinator position, as well as a

new Intake and Outreach Coordinator position, to further enhance our available resources

and response to reports of discrimination, harassment, and sexual misconduct.

AAEO staff oversee the creation of our University’s Affirmative Action Plan annually.

The Affirmative Action Plan is an important tool to assess the University’s recruitment

efforts, and ensure adherence to best practices in affirmative recruiting. Staff also

provide both regularly scheduled and on-demand training to faculty and staff search

committees on best recruiting practices and relevant University policies. In addition,

AAEO staff serves as the primary point of contact for technical assistance with

PeopleAdmin (the University’s on-line application system), and for pre-employment

background checks.

Benefits, Compensation and HR Information Systems

Benefits is responsible for managing the provisions of benefits through external

providers, including contract compliance, costs, negotiations, and institutional

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relationships in alignment with the university’s strategic objectives. Employees receive

advice and services regarding the utilization of their benefits. Additionally, the design

and delivery of benefit programs is supported by analysis of internal human resource

processes in conjunction with external benefit providers.

Compensation maintains UVM’s staff job classification system and compensation

structure. Using established surveys, they provide ongoing analysis of labor market

competitiveness. Unit equity analyses are conducted for identified groups experiencing

recruitment and retention issues related to compensation. Classification and

compensation staff are involved in ensuring compliance with federal and state laws and

providing technical, procedural, and informational support to the University community.

HR Information Services (HRIS) facilitates the timely collection, reconciliation, and

reporting of employee- and vendor-related transactions and information. This information

informs the analysis and design of employee benefits, feeds payroll processing, and

assists collective bargaining and internal and external audits. The university’s Wellness

Program is also coordinated by HRS Operations to support employees seeking a healthy

balance in their professional and personal lives.

Labor Relations and Employment Services

The Labor Relations team provides professional advice and guidance to campus partners

on policies, procedures, and best practices related to faculty and staff employment issues,

including labor relations, contract and policy interpretation, faculty services, disciplinary

issues, leave usage, collective bargaining, and other conditions of employment. As part

of the HRDMA realignment, the team worked diligently to assign a dedicated

professional to each business unit, enhancing the University’s ability to provide

customized business advice on important employment-related issues for each unique

situation. This practice has built strong relationships with campus partners, and resulted

in more successful business outcomes. Labor Relations also coordinates the University’s

collective bargaining processes with four different bargaining units to ensure outcomes

that are fiscally responsible, fair, and responsive to the needs of represented faculty and

staff.

Employment Services is the ‘face of HR’. The Employment Services team provides

prompt and professional customer service to employees, retirees, campus partners, and

external organizations on a range of human resource-related questions. Staff provide

appropriate information, resources and referrals in support of employees as they

experience a wide variety of work/life events. In addition to serving as the primary point

of contact for HR-related questions and concerns, the team provides staffing assistance to

other HRDMA units on a range of key business processes, such as I-9s, New Employee

Orientation, and review and processing of electronic personnel action forms.

Documents

Inclusive Excellence Action Plan – HRDMA · Affirmative Action and Equal Opportunity Office Human Resource Services and AAEO Components of Inclusive Excellence (Summary) Pillar