Goal 4 Implementation

Background

Iowa State University's Strategic Plan (2017-22) was produced through the efforts of students, faculty, and staff during the 2015-16 academic year.  Over 100 people served on the plan's steering committee and five sub-committees to develop drafts of the plan.  Hundreds of community members provided input on those drafts through online feedback and in multiple community forums on campus and in the Ames community.

Those efforts resulted in the adoption of four strategic goals for our community.  The importance of a positive campus climate is stated throughout the strategic plan, but is central to Goal 4: Continue to enhance and cultivate the ISU Experience where faculty, staff, students, and visitors are safe and feel welcomed, supported, included, and valued by the university and each other.

Just as the development of the university's strategic plan was a community effort, so is the realization of our shared goals. To that end, the Office of Diversity and Inclusion has organized community members and work groups to make progress in the areas mentioned in Goal 4, its subgoals, and related actions. 

Subgoals and Related Actions

SUBGOALS

SUBGOAL 4.1 Develop and implement a comprehensive campus climate assessment system to regularly evaluate the climate at Iowa State University as experienced by all. Regularly evaluate, disseminate, and publicly report this data.

Metric S4.1 Continuous improvement in campus climate as measured by campus climate assessment system

SUBGOAL 4.2 Enhance the safety, health, well-being, and security of faculty, staff, students, and visitors

Metric S4.2 As measured by the developed campus climate assessment system and current safety/security reporting mechanisms

SUBGOAL 4.3 Create, expand, and invest in opportunities for faculty, staff, and students to connect and build meaningful relations with others while recognizing the multiple intersecting identities, perspectives, and developmental differences people hold (aligned with the ACPA NASPA standard for social justice and inclusion)

Metric S4.3 Participation in these opportunities and the impact as measured by campus climate assessment system

 

RELATED ACTIONS

ACTION 4.1 Enhance efforts to recruit, hire, train, and retain diverse employees

Metric A4.1 Report on annual efforts and resulting changes in the number of diverse employees

ACTION 4.2 Enhance efforts to recruit, retain, and graduate a diverse student body

Metric A4.2 Report on annual efforts and resulting changes in the number of diverse students

ACTION 4.3 Establish and deploy a visitors code of conduct

Metric A4.3 Inclusion in university policies

ACTION 4.4 Supervisors will acknowledge and include employees’ efforts related to diversity, equity, and inclusion in the annual performance evaluation process

Metric A4.4 Senior administrators report on annual progress

Reports and Updates

Working group report on subgoal 4.2 Enhance the safety, health, well-being, and security of faculty, staff, students, and visitors

Updates on subgoal 4.2

Creation of the University Wellbeing Leadership Alliance. The purpose of the UWLA is to provide a teaming environment for invested stakeholders across the institution to better align well-being priorities, and take action in mobilizing the strategic direction for well-being at Iowa State. The UWLA is the supporting body of subgoal 4.2 within Iowa State’s Strategic Plan. The focus is “to enhance the safety, health, well-being, and security of faculty, staff, students and visitors.” UWLA deliverables for Iowa State include, but are not limited to:

  • Improving the climate with physical changes, recognizing the interconnectedness of individuals and the environment.
  • Strengthening our culture by promoting an inclusive community, positive social interaction, and mutual respect.
  • Enriching quality of life by emphasizing individual and institutional well-being and addressing determinants of health (e.g. improved equity; mental, physical, economic health; social justice; safety and security; sustainability; access to food).
  • Creating conditions to continually encourage well-being, engage strengths, and inspire personal development throughout the university.
     

Working group report on subgoal 4.3 Create, expand, and invest in opportunities for faculty, staff, and students to connect and build meaningful relations with others while recognizing the multiple intersecting identities, perspectives, and developmental differences people hold (aligned with the ACPA NASPA standard for social justice and inclusion)

Updates on subgoal 4.3

The subcommittee created a multipurpose checklist that departments heads can use to conduct an “environmental scan” of physical, interpersonal and virtual spaces under their supervision. The self-assessment tool was piloted by ABE and TSHC.

Purpose of conducting an environmental scan: Assess how the spaces, programs, services, and resources in your area create and/or enhance opportunities for faculty, staff, and students to connect and build meaningful, inclusive relationships; and identify areas for potential improvement.

Guiding Questions: As you assess the physical, interpersonal, and virtual spaces in your area, consider these questions:

  • What is the current status?

The physical, interpersonal, and virtual environments are intentionally designed for inclusion across multiple identities and experiences, such as race, class, gender, sexual orientation, or ability level, and facilitate the development of relationships among students, faculty, and staff.

  • What gaps exist or barriers interfere with achieving this strategic priority?
  • What resources are needed to build capacity?
  • Who is responsible for creating change and making improvements?

The process of working collaboratively to become more aware of your environment and identify how to create positive change that will enhance your space can be just as important as the actions you will take toward improvement. The subgoal committee’s work has been forwarded to the FP&M Campus Planner for incorporation into the Strategic Facilities Plan.
 

Working group report on action 4.3 Establish and deploy a visitors code of conduct

Updates on action 4.3

With the complex and nuanced issues regarding freedom of expression on college campuses, Iowa State University leadership has recommitted to our core Principles of Community. We are focusing on promoting the types of interactions we want our campus and community partners to engage in as opposed to attempting to enforcing a code of conduct. Action 4.3 has been reframed to be a comprehensive effort to promote the Iowa State University Principles of Community:

  • Respect
  • Purpose
  • Cooperation
  • Richness of diversity
  • Freedom from discrimination
  • Honest and respectful expression of ideas

Numerous campus partners have created initiatives to promote the Principles of Community including Parks Library, the Division of Student Affairs, the Emerging Leaders Academy and various programs and departments embedded in colleges of Iowa State. Exploratory conversations have begun with the City of Ames to more broadly promote the Principles of Community throughout the city.

 

Working group report on action 4.4 Supervisors will acknowledge and include employees’ efforts related to diversity, equity, and inclusion in the annual performance evaluation process

Updates on action 4.4

In 2018, the Dean of the Ivy College of Business, the Vice President for Diversity and Inclusion, and the Senior Vice President and Provost partnered on the creation of a Faculty Fellow for Diversity and Inclusion to focus on a broad spectrum of diversity initiatives related to faculty success. Dr. José Antonio Rosa currently serves as the inaugural Faculty Fellow. In his three-year administrative term, he works to advance university efforts toward greater diversity, equity, and inclusion through a series of innovative projects. One of Dr. Rosa’s initiatives focuses on  Diversity and Inclusion Activities in Performance Assessments. Efforts include:

  • Consultation and coordination with Luis Rico-Gutierrez, Dean of the College of Design and Deans Council chair for an initial conversation with college deans in July 2019 on how the university can best support the inclusion of diversity, inclusion, and equity activities in performance assessments.
  • Consultation and coordination with the Department Chairs Cabinet Chair Chad M. Gasta on a presentation to the group in May 2019, focused on how the university can best support efforts by department leaders to include diversity, inclusion, and equity activities in performance assessments in ways that affirm department missions.
  • Assisting the Faculty Senate Equity, Diversity, and Inclusion Committee with language proposal for Faculty Handbook
  • Consultation with the Action 4.4 subcommittee that established partnerships with the Ames Lab and the Agriculture and Biosystems Engineering Department for consideration of adopting language into annual evaluations

Proposed language for Faculty Handbook was presented by the ED+I committee to the FDAR Council in January 2019. The ideas were discussed by the Council and informally brought before the Senate Executive Council by FDAR Chair. No official action has been taken by the Senate EC.
 

Iowa State University Strategic Plan FY 2017–2022 was approved by the Board of Regents, State of Iowa, on July 18, 2016.