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Human Relations and Diversity Strategic Plan
2002-2007
Introduction
Human Relations and Diversity (HRD) is unique among units in the Provost's Area, its mission and structure, its charge, and its history, are unlike the other academic/administrative units with which it is grouped. HRD personnel lead Washington State University's (WSU) diversity efforts administratively, while monitoring, assessing, and encouraging the work undertaken by many diversity agents across campus in both academic and support units. Consequently this strategic plan must operate on two levels; it is both a plan for the units which make up the HRD area and the administrative office to which they report, and an outline for the developmental process HRD must lead and support if WSU is to achieve the strategic goals of "creating an environment of trust and respect in all we do," and of "developing a culture of learning that challenges, inspires, liberates, and ultimately transforms the hearts, minds, and actions of individuals, eliminating prejudice."1
Like many diversity units, Human Relations and Diversity has struggled to achieve broad-based institutional commitment to its mission. We have faced fluctuating institutional and individual readiness for change, contracting resources, low expectations, and disregard for the professional expertise of its personnel. HRD was created at a time of high institutional conflict, and during its ten-year history, nearly every senior administrative post at the University has become (or remains) vacant. The unit has reported to six different administrators in the past five years. A total of 7 (seven) full-time professional positions have been lost from the area, including the Vice Provost and Assistant Vice Provost positions. We face the current budgetary "situation" with a mixture of trepidation and hope. Much of HRD's history has been marked by a widely held fear that the unit generates conflict and dissension where none had previously existed, as if acknowledging injustice creates it. Our challenge is to surface that fear, and demonstrate that individuals and organizations can reframe social, institutional, and personal conflicts in ways that are beneficial for the entire community.
Institutional climate is of overwhelming concern as chaotic and unplanned change, and petty empire building have become accepted in the absence of strong, consistent leadership. The poor institutional environment has taken its toll on employees, departments, and the institution itself. The ambitious task upon which this strategic plan is founded is the creation, of a vigorous, powerful, and empowering Office of Human Relations and Diversity as an integral part of the Provost's area. Without intentional, thoughtful plans aimed at correcting systemic problems, we will waste limited resources on scattered, ineffectual, and superficial efforts, which will simply reinforce greater frustration and cynicism.
Only a truly transformative vision can disrupt the unhealthy coping strategies that have developed over the past five years. Moreover, we cannot afford sweeping changes which over-challenge and under-support employees on the front lines, while minimizing any impact on high-level administration. Instead, we must identify a few radical changes that will alter the landscape, interrupt old habits, and widely distribute real change. These changes will require financial investment, reallocation of resources, institutional leadership, time, imagination, energy, and courage. Some long-standing individual and organizational habits and practices must be moved aside, as new connections and purpose replace them.
The new Strategic Plan for WSU offers a framework for shaping such a plan. If we are to build an institution in which the value of diversity is acknowledged, appreciated, and leveraged; we must seek new ways of fostering an atmosphere of respect and trust. Here the extraordinary gifts and experience of HRD professionals can be deployed to great effect in organizational development, employee education and training, curriculum support, faculty development, and response to discrimination, hate, and bias. The remainder of this plan is our blueprint for leading and supporting this new vision.
Strategic Planning for Human Relations and Diversity
Washington State University
Mission
Human Relations and Diversity supports the University's mission of teaching, research, and service by providing leadership and services that empower University constituents with skills, processes, and vision for effective human relations, supporting all members of the University community in achieving academic and professional goals within an inclusive institutional climate.
STRATEGIC GOALS
GOAL ONE: Climate
To provide an inclusive and welcoming educational and work climate that supports the fullest personal and professional development of each individual in the University community.
Subgoals:
1-1 Provide training to all administrators, faculty, staff, security and safety personnel, and student leaders, intended for raising awareness of climate issues and promoting responsibility and accountability on the part of all members of the institution. Training should be a part of new employee and student orientations and student leadership retreats. Senior administrators must recognize that not addressing climate issues inhibits progress and therefore the central administration must take the lead in participating and promoting training.
1-2 Develop and implement a planned university-wide response to incidents of bias and hate. The plan should include, but not be limited to the following; 1. policy and procedures on bias and hate, 2. a trained rapid response team, 3. a comprehensive mechanism for reporting and tracking incidents, 4. proactive education and training, 5. follow-up for victims, and 6. monitoring and evaluating the effectiveness of all elements of the plan.
1-3 Include climate issues in the performance evaluation of administrators, faculty, and staff. The University strategic plan requires that evaluations be aligned with institutional values, including diversity. Since climate is critical to the creation of a diverse student body and work force, annual evaluations should become an opportunity to monitor and evaluate progress.
GOAL TWO: Administrative and Organizational Structure
Develop an administrative structure within HRD and the Provost's area that provides leadership in promoting, coordinating, and monitoring diversity efforts in all areas of University life.
Subgoals:
2-1 Develop and implement a plan that will stabilize the budgets and staffing levels of the HRD units that primarily serve students. These units include Multicultural Student Services; the Women's Resource Center; Gay, Lesbian, Bisexual, and Allies Program; and the Disability Resource Center. Administrative lines of reporting are not as important as a structure that is inclusive of diversity professionals in institutional decision making and planning.
2-2 Complete implementation of a new HRD organizational structure (see attached chart).
2-3 Reestablish the positions of Vice Provost and Assistant Vice Provost in the Human Relations and Diversity area.
GOAL THREE: Education
Design and implement educational programs for faculty, staff, and administrators to create a cognitive, affective, and behavioral foundation for interacting with inter- and intra-cultural differences and conflict.
Subgoals:
3-1 Support and assist in the development of strategies aimed at identifying and addressing systemic problems at the University. This may involve hiring a team of external consultants to work in tandem with internal consultants.
3-2 Hire an educational specialist with experience in teaching a diversity educational curriculum grounded in social justice and/or multicultural theory. The specialist will lead and coordinate the development of curricula, training of instructional staff, and coordination of facilitators and instructors.
3-3 Establish an annual calendar for educational programs to include orientations and programs offered throughout the calendar year. Consider offering summer or weekend academies.
GOAL FOUR: Disability/ADA
Institutionalize and develop the University's capacity to address issues of access and accommodation as they relate to students and employees with disabilities.
Subgoals:
4-1 Develop a plan for service delivery in programs throughout the state that includes identification of needs, assessment of reasonable accommodations, and funding needed to ensure ongoing progress towards the development of compliance with the Americans With Disabilities Act.
4-2 Establish an ADA budget as a line item in the University budget.
4-3 Establish staff lines for ADA compliance services.
4-4 Develop policy and procedures addressing ADA compliance.
GOAL FIVE: Recruitment, Retention, and Promotion of Women Faculty and Faculty of Color.
Provide support and assistance to the Provost and colleges for the recruitment, retention, and promotion of women faculty and faculty of color.
Subgoals:
Work with the Provost's office to develop a coordinated strategic plan for the recruitment, retention, and promotion of women faculty and faculty of color.
Develop a handbook specifically addressing legal and creative strategies for recruiting faculty of color. Distribute the handbook to colleges and the new campuses.
Encourage community involvement in recruitment efforts.
Develop and implement training for department chairs and faculty members, addressing retention issues related to women faculty and faculty of color.
Sign the Jackson State University contract. Develop an implementation plan.
Assign responsibility for continued University support of the Summer Fellows Program.
Provide coordination for faculty programs by establishing a Faculty Fellows position reporting to the Provost. HRD will provide support staff and office space for the position.
Conclusion
The goals listed in this Strategic Plan represent a coordinated effort for significantly altering the climate, culture, and direction of Washington State University. The combination of highly visible initiatives such as the bias response plan and comprehensive diversity education program will move the University forward in its quest to bring to fruition the goals outlined in the University strategic planning document.
Each one of the Human Relations and Diversity units has developed five-year strategic plans. All plans are available upon request. HRD personnel will continue to develop implementation plans that address the work at the individual unit level and also at the institutional level.
Acknowledgements
The writing and development of this plan is a result of many meetings, the HRD Leadership Retreat-2001, and my reading of a variety of strategic plans, including the WSU Strategic Plan and HRD unit plans. I am appreciative of the patience and support that I have received from all HRD personnel during this process. I especially want to thank Melynda Huskey, Director of the Gay, Lesbian, Bisexual and Allies Program for her assistance in the writing of several drafts of the Human Relations and Diversity Strategic Plan.
Human Relations and Diversity
Strategic Plan
2002-2007
Felicia E. Gaskins
Associate Vice Provost
May 10, 2002
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