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Inquiry Workgroup Plan Fall 2019

Charge
Based on preliminary findings of her Listening and Learning Tour, President Ellen Neufeldt requested that Dr. Clark-Ibáñez and Dr. Prado-Olmos lead three Inquiry Workgroups that focus on timely and urgent topics for study and recommendations.

  1. Staffing and Resources for the Office of Inclusive Excellence
  2. Review and update the Diversity & Inclusion Strategic Plan
  3. Follow up on Academic Senate 751-18 “Resolution on University Police Department’s Use of Force & CSUSM’s Critical Incident Response.”

Each workgroup will be supported administratively by a team of conveners and leads. Workgroups will establish an inquiry methodology, collect data, and write a summary report of their findings that includes recommendations or future steps.

Timeline
Call for participation in early Fall 2019. Workgroups formed by mid-Fall 2019. Progress report due at the end of the 2019 Fall. Summary report due at the end of the 2020 spring semester.

Background
University’s fifth strategic priority, Educational Equity, guides the work of the Office of Inclusive Excellence, which is charged with leading and supporting diversity and inclusion initiatives and best practices across our campus community. In collaboration with all University divisions, numerous offices, students, staff, faculty and administrators, the Office of Inclusive Excellence advises, monitors and promotes campus progress on the Diversity and Inclusion Strategic Plan (DISP). The office also leads the CSUSM Inclusive Excellence Council. President Neufeldt recognizes the importance of this strategic priority and that, due to the vacancy of the AVP for Inclusive Excellence, there is an opportunity to draw upon the campus’ human capital and current scholarship to thoughtfully support and strengthen the work of the Office of Inclusive Excellence.      

Some of the guiding principles for Equity and Inclusive Excellence are:

  • A value embedded in the core of CSUSM.
  • Is the responsibility of the whole community.
  • Reflects our culture and social context, while also being informed by national and international, evidence-based, best practices in the field.

The Office of Inclusive Excellence has been led by the CSUSM Chief Diversity Officer and Associate Vice President for Diversity and Inclusion. Given the current CDO vacancy and with President Neufeldt newly assuming leadership at CSUSM, it is an ideal time to consider the best ways to support the Office and our campus.

Diversity and inclusion work in higher education is essential for the success of all members of the CSUSM community.  Inclusive excellence is a field in and of itself. Workgroup members will be expected to familiarize themselves with the research related to the challenges and best practices so that the reports to the campus community reflect critical analysis, systems improvement, program development, and curricular innovations.

Every member of the CSUSM community is invited to participate in this initiative. We seek to include as many voices across our campus as possible.                  

Previous institutional initiatives (e.g., diversity mapping) and specific efforts (e.g., reports for the formation of centers or new programs on campus) related to diversity and inclusive excellence have occurred at CSUSM. These reports and materials will be reviewed, consulted, and included in the workgroups as relevant.

Finally, we ask workgroup members to work from an equity framework. According to the Center on Urban Education, equity mindedness in higher education requires “various practitioners (faculty, administration, staff, etc.) assess and acknowledge that their practices may not be working. It takes understanding inequities as a dysfunction of the various structures, policies, and practices that they can control. ‘Equity-Minded’ practitioners question their own assumptions, recognize stereotypes that harm student success, and continually reassess their practices to create change.”

Workgroup Expectations

Expectations for Initiative Leads

Drs. Prado-Olmos and Clark-Ibáñez will facilitate the success of the working groups by ensuring the diversity and relevancy of working groups' membership, problem solving, communicating within and among working groups, offering research and methodology suggestions, providing feedback on report revisions, liaison with executive council, and sharing reports with campus community.

Role of Conveners

To begin the process of the workgroups, a set of conveners have been identified so that the administrative resources can be identified. They will assist in helping establish the membership of the workgroups. They have committed to support the progress of the timeline and workflow of the groups, as well as be part of the report writing efforts. Where relevant, a convener could also serve as one of the leads for a workgroup.

Expectations for Workgroup Leads

The leads of each workgroup will be members of the CSUSM Inclusive Excellence Council and/or represent a campus resource identified to be critical to the workgroup task. Once established the leads will run the meetings, facilitate the goals of the workgroups, seek input from wider campus members, invited members of the campus and wider community to share their expertise on specific issues related to the workgroup, and lead the writing of the reports. Leads will also initiate the scholarship and relevant literature, reports, and policies that inform their workgroup.       

Workgroup Members

Comprised of diverse members of the campus community and those impacted by the focus of the workgroup, members are expected to attend meetings, participate in feedback efforts, read and learn about the relevant scholarship related to their workgroup effort. Provide meaningful feedback in the report writing stages. To the extent they are interested and able, participate in writing the report for the workgroup.

Expectations of all Workgroups

  • Utilize sound inquiry-based research methodology.
  • Build trust and confidentiality.
  • Final reports will be shared with the campus community.
  • Workgroup 1 - Staffing and Resources for the Office of Inclusive Excellence

    Conveners - Allison Carr, Ariel Stevenson

    Goal 4 – Ensure that CSUSM’s institutional priorities, initiatives and policies and practices take into account, reflect and support the University’s goals and expectations for diversity and inclusion.

    Objective 2 – Strengthen, appropriately resource, and appropriately staff the Office of Inclusive Excellence in the context of an overall diversity and inclusion function led by a Chief Diversity and Inclusion Officer reporting to the President and with access to the Executive Council as needed, who supports and facilitates the needed transformative changes, and hold responsibility to provide counsel, coaching and leadership on the elaboration and execution of the Diversity and Inclusion Strategic Plan and its key components.

    Objective 2.2 – Evaluate and determine the resources, staffing and structure of the Office of Inclusive Excellence.

    Including but not limited to:

    • Best practices in the field analysis based on empirical research, guidelines by major D&I organizations

    Appropriate position and scope of work for the CSUSM Chief Diversity Officer

  • Workgroup 2 - Review and update the Diversity & Inclusion Strategic Plan

    Conveners - Bridget Blanshan, Denise Garcia, Cameron Stevenson

    Goal 4 – Ensure that CSUSM’s institutional priorities, initiatives and policies and practices take into account, reflect and support the University’s goals and expectations for diversity and inclusion.

    Objective 3 – Promote transparency and continuous improvement by monitoring and analyzing progress on all goals and objectives in the diversity and inclusion strategic plan by making data-based decisions.

    Objective 3.1 – Monitor and analyze progress on all diversity and inclusion goals and action items.

    Objective 3.2 – Create and maintain diversity dashboard, updated annually.    

  • Workgroup 3 - Follow up on Academic Senate 751-18 “Resolution on University Police Departm

    Conveners - Sharon Hamill, Michelle Hunt, Chief Lamine Secka

    Goal 3 – Promote transparency and continuous improvement by monitoring and analyzing progress on all goals and objectives in the diversity and inclusion strategic plan by making data-based decisions.

    Goal 4 – Ensure that CSUSM’s institutional priorities, initiatives and policies and practices take into account, reflect and support the University’s goals and expectations for diversity and inclusion.

    Objective 4.1 – Review, revise and reinforce relevant policies and practices across the university to make sure that they are inclusive and foster diversity.