Diversity and Community Engagement
The University of Mississippi

Division of Outreach and Continuing Education

Division of Outreach and Continuing Education
Five-Year Equity-in-Action Plan
INTRODUCTION

MESSAGE FROM ASSOCIATE PROVOST

I am proud to introduce to you the inaugural Five-Year Equity-in-Action plan for the Division of Outreach and Continuing Education at the University of Mississippi. As noted in this document, Outreach is unique in the breadth of its operations. This, coupled with the many outward-facing aspects of our mission, uniquely positions us to make a major impact in our community in the areas of diversity, equity and inclusiveness. Our five-year plan centers around four important strategic activities: enhancing diversity in employee recruitment, onboarding and retention; ensuring the full and equitable inclusion of our regional campus communities; ensuring full, equitable services to a diverse body of learners, communities and stakeholders throughout the division; and hiring a program director to provide support for diversity, equity and inclusion strategic initiatives. Perhaps the most forward-thinking part of this plan is the creation of a position of, or similar to, a program director for diversity education and strategic initiatives. This role would be critical to continuously monitoring and assessing the Division of Outreach’s progress toward promoting equitable environments and practices for the division’s personnel, learner populations and regional communities. I thank Mary Leach and her team for their hard work on this plan, and I know that they look forward to working with us to put this plan into action.

Warmest regards,

Tony Ammeter, Associate Provost and Director of Outreach

MESSAGE FROM DIVERSITY LIAISON COMMITTEE

The University of Mississippi Division of Outreach and Continuing Education serves an expansive and diverse range of partners and participants – ranging in ages from preschoolers to senior citizens. To best serve our community and constituents, we must demonstrate commitment to providing diverse and equitable services and resources. The Diversity Liaison Committee began initial inquiry toward ensuring this commitment by gathering narratives and considerations for a more equitable and inclusive environment in July 2019. Each Outreach unit director was asked to examine representation, work climate, and administrative processes and procedures.

Throughout 2020, Outreach’s Diversity Liaison Committee determined emerging themes including three distinct populations from the directors’ narrative submissions. The primary stakeholders identified in this initial phase of equity action planning include personnel, learners and regional communities. These stakeholders will be engaged by identifying their most pressing priorities and providing actionable steps to fully realize our collective vision for advancing the work of diversity, equity and inclusion.

Because the division’s personnel includes 112 full-time staff members who reach countless numbers of constituents, it is of utmost importance to establish clear divisional goals and initiatives to ensure we are representing and engaging our internal and external partners with prioritized attentiveness to inclusive and equitable excellence. Although the demographic makeup of the division’s staff is 55.4% white females, 24.1% white males, 15.2% women of color, and 5.4% Black males, we must consider the significance that we could bring to our diverse stakeholders if we are intentional about equipping divisional personnel with ongoing and consistent resources. Successfully navigating considerations for diversity, equity and inclusion, as well as the value enhancement to our environments and programs, should be sustained and supported with consistent thoughtfulness through multilateral collaborative efforts.

Our plan, however, is subject to some limitations. Coordinating trainings and assessments for our broad unit will take a considerable amount of time and effort to provide consistent and holistic planning. Sustainability could be accomplished with dedicated personnel, such as a program director for diversity education and strategic initiatives, to continuously monitor and assess the unit’s progress toward promoting equitable environments and practices for the division’s personnel, learner populations and regional communities.

GUIDING STATEMENTS

Outreach Mission Statement

The mission of the Division of Outreach and Continuing Education is to serve the university and the community by facilitating and providing high-quality learning experiences.

The division values integrity, quality and efficiency in the creation and implementation of innovative educational strategies to engage minds, to transform lives and to serve others. We seek to inspire change and growth by building relationships and working collaboratively with university students, faculty, staff, alumni and partners from the region, state, nation and beyond.

Outreach Diversity Statement

To fulfill our mission, we must create innovative pathways to academic, personal and professional enhancement for a diverse body of learners through intentional and inclusive collaboration between university and community partners. We are committed to fostering an equitable and welcoming environment for our stakeholders, including all University of Mississippi campuses and our community partners.

Outreach Core Values

  • We believe that all voices have value.
  • We believe that mutual relationships build safe and engaging communities.
  • We believe that innovative opportunities to learn, lead and collaborate allow for growth.

PATHWAYS TO EQUITY: University of Mississippi Institutional Diversity, Equity and Inclusion Strategic Plan

The University of Mississippi continues its commitment to excellence and making a positive difference in society through higher education. Pathways to Equity stands as our institutional guidepost for addressing and advancing our institutional mission through centering on diversity, equity and inclusion. Our complex institutional history coupled with our rich culture of students, faculty and staff striving for inclusive change has led us to the solidification of this institutional plan. Pathways to Equity works in concert with the university’s strategic plan to leverage university-wide, college/school-level and departmental transformative initiatives that cultivate a more diverse, equitable and inclusive campus.

With Pathways to Equity, the University of Mississippi aspires to achieve the following statements by the conclusion of this plan.

  1. The University of Mississippi consistently and comprehensively articulates diversity, equity and inclusion as essential in fulfilling the mission, vision and values of the institution.
  2. The University of Mississippi is organizationally and culturally equipped with the knowledge, skills and awareness to continue advancing diversity, equity and inclusion.
  3. A campus climate is fostered that ensures all individuals are valued, supported and feel a sense of belonging at the University of Mississippi.
  4. The University of Mississippi has decreases in disparities across underrepresented groups in the enrollment, retention and graduation rate at undergraduate and graduate levels.
  5. The number of underrepresented groups employed at the University of Mississippi is increased to reflect a talented and diverse workforce at all organizational levels, especially tenure-track faculty, managerial positions and executive leadership positions.

Guiding Principles

The development of this plan requires us to address individual, social, organizational and systemic factors that create and sustain inequities that prevent all members of our community from fully participating and thriving. We view this as central to the mission of the University of Mississippi. As we embark on this journey together, we must commit to the following shared principles:

  1. Equity-mindedness[1] – We embrace the institutional responsibility and agency to actively address the challenges and disparate outcomes at all levels of our community. This requires us to be data informed and connect best and promising practices to generate high-impact change for underserved groups in our community.
  2. Institutional Accountability – We must ensure efforts outlined throughout Pathways to Equity are acknowledged in the established systems of recognition, performance and accountability. It is vital that we work to account for the advancement of these goals in our ideas of success, merit and reward. Further, we must account for, honor and recognize faculty, staff, administrators and students in their commitment to diversity, equity and inclusion.
  3. Transparency – In our execution of Pathways to Equity, our success is predicated on a highly accessible and collaborative process that actively involves university stakeholders to work as virtuous partners. To that end, we will consistently, publicly and broadly share our intended actions, goals and measurable impacts of this plan.
  4. Innovation – Actualizing diversity, equity and inclusion will require us to deeply examine and rethink our policies, practices and procedures at the University of Mississippi. Each unit and individual across campus is invited to offer new thoughts, ideas and perspectives as we thoughtfully consider ways to make our institution more equitable and inclusive through an intersectional lens. This disposition will create a community of learning, growth and development as we collectively engage in this complex work.
  5. Alignment of Critical Resources – During this planning process, we have navigated a global health pandemic that has shown the vulnerabilities in our systems that disparately affect underserved and under-resourced communities. As we continue to navigate these unprecedented times, we must not falter in our commitment to creating a more diverse, equitable and inclusive community. Instead, we must recognize that our commitment to equity is even more important today than ever.

OVERARCHING GOALS

The following goals represent the University of Mississippi’s commitment to the advancement of diversity, equity and inclusion (DEI). These overarching goals represent interconnected priorities that are applicable to UM broadly, from our comprehensive divisions, down to individual teams. We aim to have all units see meaningful alignment of these goals with their work. We will ensure UM embraces the transformative nature of diversity, equity and inclusion across all levels of the institution, addressing challenges to DEI at every corner of our institution by combining contextual understanding with internal and external expertise.

  1. Advance Institutional Capacity for Equity
    Infrastructure, Information, Systems, Education and Processes
  2. Cultivate a Diverse and Equitable Community
    Recruiting, Retaining, Advancing and Succeeding
  3. Foster an Inclusive Campus Climate
    Support, Value and Belonging

DIVISION OF OUTREACH AND CONTINUING EDUCATION
FIVE-YEAR EQUITY-IN-ACTION PLAN
OVERVIEW OF DIVISION OF OUTREACH’S EQUITY-IN-ACTION PLAN

In our efforts to strengthen diversity, equity and inclusion within the Division of Outreach and Continuing Education, the Diversity Liaison Committee used foundational resources provided by University of Mississippi’s Pathways to Equity Strategic Plan, accounting for recommendations made by the Outreach leadership team and regional campus staff. The four equity action steps we have identified to develop and measure tangible outcomes include:

  1. Enhancing diversity in employee recruitment, onboarding and retention,
  2. Ensuring the full and equitable inclusion of our regional campus communities,
  3. Identifying and addressing barriers that perpetuate gaps and forestall opportunity for our body of diverse learners, communities and stakeholders, and
  4. Hiring of a full-time staff member to serve as program director for diversity, equity and inclusion for outreach.

We also propose an Outreach DEI advisory board composed of faculty and staff from each of the units within Outreach committed to equity work, with intentional inclusion of members of underrepresented or minoritized groups.

DIVERSITY LIAISON COMMITTEE

  • Mary W. Leach (chair), director, Office of Professional Development and Events and Services
  • Nic Davis, coordinator of testing, Office of Testing Services
  • Matthew DeLoach, coordinator of outreach programs II, Office of Pre-College Programs
  • Kristina Phillips, associate director, Office of College Programs
  • Wendy Pfrenger, associate director, Office of Pre-College Programs
  • Jennifer Sanford, iStudy coordinator, Office of College Programs

STRATEGIC ACTIVITIES

(1) Enhance diversity in employee recruitment, onboarding and retention:

The Division of Outreach and Continuing Education will expand diversity in employee recruitment, onboarding and retention by implementing specific strategies for each area. Diverse hiring and recruitment workshops will equip our community with the knowledge, skills and awareness toward being successful candidates for employment in the division, with attentive focus on providing career preparation and awareness resources for minority populations.

An inclusive division will promote the full spectrum of diversity, collaboration and engagement with consistent onboarding training delivered through Blackboard or a similar online software. A corresponding diversity education training will be required for completion once per year for all division employees with opportunities for collaborative dialogue within the online training and through an ongoing live dialogue series. The Division of Outreach will explore the expansion of retention initiatives to retain a diverse employee population with pathways for professional development, including a fair and consistent framework for raises, promotions, mentorship and leadership training. Our mechanisms for evaluation for enhancing diversity in employee recruitment, onboarding and retention will be demonstrated by the number of opportunities for trainings, the application and assessment of new practices, and other behavioral and practical metrics.

Area(s) Responsible: Division of Outreach’s staff

Resources Statement: Information and data from Human Resources and the Office of Institutional Research, Effectiveness and Planning; program offerings from Outreach’s Office of Professional Development; resources provided by the Division of Diversity and Community Engagement and the University of Mississippi Counseling Center

Institutional Capacity:

  • Offer quarterly search committee training workshops provided by the Division of Diversity and Community Engagement.
    • Metric: Percentage of staff members who attend and find value in the training
  • Develop inclusive job descriptions to attract more diverse candidates.
    • Metric: Percentage of Outreach job positions that reflect inclusive language
  • Annually provide and make available financial support to at least one professional development opportunity to our diverse population of staff members to be reflective in annual reviews.
    • Metric: Number of staff members granted professional development opportunities annually 

Diverse and Equitable Community:

  • Ensure diverse and inclusive search committee teams.
    • Metric: Percentage of search committee teams that are diverse and inclusive
  • Add a page on the website that specifies workplace amenities and policies that are appealing to diverse candidates.
    • Metric: Analytics for the website that demonstrate the number of visitors and site engagements annually
  • Provide quarterly trainings or workshops for the community to aid in applying for careers at UM.
    • Metric: Number of community members that attended quarterly trainings/workshops and applied for or plan to apply for positions at the university
    • Metric: Satisfaction metrics demonstrated in a post-experience survey distributed after each training or workshop

Inclusive Campus Climate:

  • Draft and finalize a promotion and raise handbook to solidify pathways and policies for promotion and raises to remove ambiguity in the process.
    • Metric: The completion and publishing of an internal use handbook by April 2022. The handbook will be written and drafted by a working group with diverse representation from all Outreach units and staff levels.
  • Develop divisional onboarding training for new hires.
    • Metric: Number of new hires that participate in onboarding training
    • Metric: Satisfaction metrics demonstrated in a post-training survey
  • Integrate a culture of transparency to help retain minority talent by implementing initiatives.
    • Metric: Percentage of survey respondents indicating needs for initiatives (supported by qualitative data from focus groups) and percentage of satisfactory responses to follow-up surveys post-implementation of initiatives
  • The Outreach program director for DEI will offer quarterly focus group and individual meetings with Outreach staff with priority scheduling for minority racial, ethnic and gender groups to build community and facilitate intentional dialogue with all employees regarding wellbeing, interests, workload, satisfaction, etc. This will increase the level of diverse inputs as it relates to decision-making processes.
    • Metric: Number of focus groups and individual meetings of this nature scheduled in a calendar year

(2) Ensure the full and equitable inclusion of our regional campus communities:

The mission of regional campuses is to extend the University of Mississippi’s reach to place-bound and returning students in our region, making four-year degree programs accessible to learners diverse in every way. In performing this critical mission, regional campuses deserve support enabling them to center and celebrate diversity on their campuses.

The Division of Outreach will set priorities that will ensure our regional campus stakeholders are afforded opportunities for additional resources, community leadership and participation, providing avenues of support to make an impact in the lives of the regional campus students; that regional campus faculty and staff have equitable workloads and job classifications suitable for the work required; that faculty and staff are afforded opportunities for leadership, research support and representation in the broader University of Mississippi community; and, that regional campus facilities and environments are intentionally structured to create accessible, welcoming environments for all employees and students.

Area(s) Responsible: Division of Outreach leadership team and staff members

Resources Statement: Information and data from the Office of Institutional Research, Effectiveness and Planning; Outreach staff with assessment and evaluation expertise to gather and analyze data; designee from each regional campus

Institutional Capacity:

  • Improve information systems/staff resources to increase capacity for analyzing and acting upon student retention/completion data (Baseline: current retention/completion rates).
    • Metric: Regional campus retention/completion rates tracked over time
  • Increase percentage of regional campuses with individuals or committees responsible for leading diversity and inclusion initiatives (Baseline: current percentage of regional campuses with individuals/committees leading diversity and inclusion initiatives).
    • Metric: Percentage of regional campuses’ staff members, individually or collectively, leading DEI initiatives
  • Ensure that serving the regional campus student body, faculty and staff is a part of the mission of offices with universitywide responsibility (e.g., Diversity and Inclusion, Student Disability Services, Office of Research and Sponsored Programs) and that responsibility for dedicating resources in support of those missions is shared between regional campuses and those offices (Baseline: measures of current levels of involvement between those offices and regional campuses).
    • Metric: Percentage of offices with universitywide responsibility that are dedicating resources to the regional campuses

Diverse and Equitable Community:

  • Ensure regional campus representation on university committees/task forces.
    • Metric: Number of regional campus staff members on university committees and task forces
    • Metric: Survey to measure staff satisfaction with engagement and sense of belonging
  • As needed, increase and improve percentage of regional campus faculty promoted/awarded tenure by working with academic deans and departments to ensure equitable promotion criteria in department handbooks (Baseline: qualitative assessment of current promotion criteria in departments whose regional campus faculty achieve promotion at lower rates than Oxford campus counterparts).
    • Metric: Percentage of regional campus faculty awarded tenure or promotion compared to Oxford campus faculty
  • Increase systemwide support for regional campus faculty seeking grants, sabbaticals and other forms of research support. This should include dedicated funds sourced from Outreach. (Baseline: current percentage of regional campus faculty receiving some form of research support and award amounts)
    • Metric: The number of grants, sabbaticals or other forms of research support awarded to the regional campus faculty
  • Review and reclassify some staff positions, as needed, in accordance with the HR guidelines and recommendations of the managing supervisor. Ensure a regional campus representative participates in the Pay Equity Task Force.
    • Metric: Percentage of regional campus positions under review by the pay equity task force
    • Metric: At least one regional campus representative is on the Pay Equity Task Force
  • Increase availability of regular trainings and educational opportunities for faculty, staff and students addressing diversity, bias and actionable approaches to fostering an equitable campus community.
    • Metric: Number of individuals taking advantage of diversity/inclusion-related trainings and professional development opportunities offered to the regional campuses (faculty/staff/students) and percentage indicating they found value in said trainings and opportunities

Inclusive Campus Climate:

  • Increase physical accessibility of regional campus facilities (Baseline: current report on accessibility concerns at regional campus physical facilities).
    • Metric: Percentage of regional campus students and staff who find that the regional campus facilities are physically accessible
  • Increase student and staff access to support resources (e.g., Counseling Center, Career Center, professional development trainings).
    • Metric: Percentage of regional campus students and staff who report satisfactory access to needed support services
  • Increase universal design principles in classroom spaces, course design and delivery (Baseline: qualitative assessment of current state of universal design implementation at regional campuses).
    • Metric: Percentage of learning spaces that incorporate universal design principles
    • Metric: Percentage of faculty reporting implementation of universal design principles in their course design and delivery
  • Increase student participation in life of universitywide community (ASB, student leadership positions, etc.) (Baseline: survey of current student involvement in University of Mississippi service, club and leadership opportunities).
    • Metric: Percentage of regional campus students involved in University of Mississippi service, club and leadership opportunities
  • Integrate diverse perspectives in campus leadership and planning (Baseline: participation in campus leadership and planning initiatives by individuals and groups that reflect the diversity of the campus population).
    • Metric: Number of minoritized individuals integrated in campus leadership and planning
  • Include diversity and inclusion as criteria in establishing metrics for program/service excellence (Baseline: current percentage of metrics used to evaluate quality of a program or service on campus that include explicit mention of diversity, equity or inclusion).
    • Metric: Number and types of programs/service excellence whose metrics explicitly mention diversity, equity or inclusion

(3) Ensure full and equitable service to a diverse body of learners, communities and stakeholders throughout the Division of Outreach and Continuing Education:

Overall priorities will include identifying potential barriers to access, creating equitable processes to alleviate barriers to access, introducing programming at the department level that reaches a different learner demographic or economic level, developing online modules to support access to established and new programming, and increasing financial support for need-based aid to programming.

Area(s) Responsible: Division of Outreach leadership team and staff members

Resources Statement: Outreach department/office and administration; UM departmental resources; regional campus resources, stakeholder resources

Institutional Capacity:

  • Identify areas and processes (information systems, application processes, etc.) that pose a potential barrier to learners and create equitable processes that alleviate said barriers.
    • Metric: Customer survey results indicating ease-of-use and efficiency in these processes
  • Introduce and improve upon financial supports for need-based and first-generation students through departmental funding and external giving (grants, donations, etc.)
    • Metric: Funding amounts and percentages dedicated to need-based, minoritized and first-generation student support as measured in proportion to the representation of low-income, first generation and minoritized groups on campus

Diverse and Equitable Community:

  • Develop programs and services that reach a different learner base or community based on demographic or socioeconomic status (Baseline: participation metrics based on demographics and socioeconomic status).
    • Metric: Percentage of learners from minoritized groups
  • Engage and include stakeholders in development of programming and services. Find stakeholders that will support DEI efforts (Baseline: survey current stakeholders to gauge DEI interests).
    • Metric: Percentage of stakeholders assisting in the development of programming and services regarding DEI initiatives

Inclusive Campus Climate:

  • Develop support content/video modules to support student success in different facets of the Division of Outreach (Baseline: support content available to students on webpages, Blackboard).
    • Metric: Number of modules developed
    • Metric: Percentage of students who found the modules were beneficial
  • Introduce customer service/student support training to help new and current staff more effectively aid learners and communities (Baseline: number of staff participating in Human Resources training; trainings promoted to Outreach faculty and staff).
    • Metric: Number of staff members who participate in trainings to effectively aid and support diverse learners and communities and find value in the training
  • Administrative financial support for departmental level DEI activities (Baseline: current supports/funding for activities).
    • Metric: A sustainable model for tracking and reporting Outreach’s financial support to faculty, staff and students across all units (including regional campuses) that provide for DEI activities
  • Establish an internal workplace climate survey for Outreach on a continuous basis and use the results to address areas of success and development (Baseline: current survey focused on workplace climate).
    • Metric: Percentage of Outreach staff members who complete and return the workplace climate survey

(4) Hiring a full-time staff member to serve as program director for diversity, equity and inclusion for entire Division of Outreach and Continuing Education

The individual hired for this position will be under the supervision of the associate director of outreach and continuing education. The essential functions of this position will include the following:

  1. Planning, developing and directing departmental diversity programs and activities.
  2. Establishing and implementing departmental goals and strategic objectives related to diversity, equity and inclusion.
  3. Assessing and managing program risks and opportunities to collaborate with internal and external partners.
  4. Providing guidance and direction for support staff.

In addition to this position, we would establish an Outreach DEI advisory board composed of faculty and staff from each of the units within Outreach committed to equity work, with intentional inclusion of members of underrepresented or minoritized groups.

Area(s) Responsible: Outreach administration and all offices/units within the Division of Outreach

Resources Statement: Outreach departments/offices and administration; UM departmental resources; regional campus resources, stakeholder resources

Institutional Capacity:

  • Develop appropriate policies and structures for continued dialogue and practice as they relate to issues of diversity, equity and inclusion.
    • Metric: Number of revised/newly developed policies addressing these needs
  • Ensure that perspectives around issues concerning diversity, equity and inclusion are included in the planning and decision making in all units within the Division of Outreach.
    • Metric: Percentage of annual climate survey participants indicating their perception that diverse perspectives are included in planning and decision making across all units
  • Plan and lead logistical support of small- and large-scale programming that promotes diversity, equity and inclusion throughout the entire Division of Outreach.
    • Metric: Percentage of programs held quarterly and staff members indicating they found value in participating

Diverse and Equitable Community:

  • Develop a strong interpersonal relationship with historically and systemically minoritized faculty, staff and student communities while connecting them to resources as needed.
    • Metric: Number of resources provided to historically and systemically minoritized communities
  • Establish and enhance diversity, equity and inclusion efforts through programs targeted at both recruitment and retention of diverse students, faculty and staff within the Division of Outreach.
    • Metric: Number of programs targeted at recruitment and retention of minoritized groups

Inclusive Campus Climate:

  • Develop and implement marketing and communication plans that raise the visibility of diversity, equity and inclusion spaces, programs and resources.
    • Metric: Number of open rates on electronic communication messages by minioritized individuals
  • Develop and conduct an internal workplace climate survey for Division of Outreach annually.
    • Metric: Percentage of completed workplace climate survey based on the number of staff members

UM Division of Outreach Equity-in-Action Plan

Activity: Enhance diversity in employee recruitment, onboarding and retention.

METRICS
  • Institutional Capacity:
    • Percentage of staff members who attend and find value in community trainings (Baseline: number of trainings each year 2021-25)
    • Percentage of Outreach job positions that reflect inclusive language (Baseline: number of positions currently on record for the division)
    • Number of staff members granted professional development opportunities annually (Baseline: log of the number of trainings each Outreach staff member has attended in 2020 and 2021)
  • Diverse and Equitable Community:
    • Percentage of search committee teams that are diverse and inclusive
    • Analytics for the site will demonstrate “hits” and clickthrough interactions.
    • Number of community members who attended quarterly trainings/ workshops and applied for or plan to apply for positions at the university
    • Satisfaction metrics demonstrated in a post-experience survey distributed after each training or workshop
  • Campus Climate:
    • Working group formed, and handbook drafted and published for internal use
    • Number of new hires that participate in on-boarding training
    • Satisfaction metrics demonstrated in a post-training survey
    • Number of focus groups and individual meetings of this nature scheduled in a calendar year.

Activity: Ensure the full and equitable inclusion of UM regional campus communities.

METRICS
  • Institutional Capacity:
    • Regional campus retention/completion rates tracked over time
    • Percentage of regional campuses’ staff members, individually or collectively, leading DEI initiatives
    • Percentage of offices with universitywide responsibility that are dedicating resources to the regional campuses
  • Diverse and Equitable Community:
    • Number of regional campus staff members on university committees and task forces and feel a sense of belonging (Baseline: qualitative assessment of current promotion criteria in departments whose regional campus faculty achieve promotion at lower rates than Oxford campus counterparts)
    • Percentage of regional campus faculty awarded tenure or promotion compared to Oxford campus faculty
      (Baseline: current percentage of regional campus faculty receiving some form of research support and award amounts)
    • The number of grants, sabbaticals or other forms of research support awarded to the regional campus faculty
    • Percentage of regional campus positions under review by the Pay Equity Task Force
    • At least one regional campus representative is on the Pay Equity Task Force
    • Number of individuals taking advantage of diversity/inclusion-related trainings and professional development opportunities offered to the regional campuses (faculty/ staff/students) and percentage indicating they found value in said trainings and opportunities
  • Campus Climate:
    • Percentage of regional campus students and staff who find that the regional campus facilities are physically accessible
    • Percentage of regional campus students and staff who report satisfactory access to needed support services (Baseline: qualitative assessment of current state of universal design implementation at regional campuses)
    • Percentage of learning spaces that incorporate universal design principles
    • Percentage of faculty reporting implementation of universal design principles in their course design and delivery (Baseline: survey of current student involvement in University of Mississippi service, club and leadership opportunities)
    • Percentage of regional campus students involved in University of Mississippi service, club and leadership opportunities (Baseline: participation in campus leadership and planning initiatives by individuals and groups that reflect the diversity of the campus population)
    • Number of minoritized individuals integrated in campus leadership and planning
      (Baseline: current percentage of metrics used to evaluate quality of a program or service on campus that include explicit mention of diversity, equity or inclusion)
    • Number and types of programs/service excellence whose metrics explicitly mention diversity, equity or inclusion

Activity: Ensure full and equitable service to a diverse body of learners, communities and stakeholders throughout the division.

METRICS
  • Institutional Capacity:
    • Customer survey results indicating ease of use and efficiency in these processes
    • Funding amounts and percentages dedicated to need-based, minoritized and first-generation student support as measured in proportion to the representation of low-income, first-generation and minoritized groups on campus
  • Diverse and Equitable Community:
    • Percentage of learners from minoritized groups (Baseline: survey current stakeholders to gauge DEI interests)
    • Percentage of stakeholders assisting in the development of programming and services regarding DEI initiatives
    • Number of regional campus staff members on university committees and task forces
    • Survey to measure staff satisfaction with engagement and sense of belonging
  • Campus Climate:
    • Number of modules developed
    • Percentage of students who found the modules were beneficial (Baseline: number of staff participating in Human Resources training; trainings promoted to Outreach faculty and staff)
    • Number of staff members who participate in trainings to effectively aid and support diverse learners and communities and find value in the training (Baseline: current supports/funding for activities)
    • A sustainable model for tracking and reporting Outreach’s financial support to faculty, staff and students across all units (including regional campuses) that provide for DEI activities (Baseline: current survey focused on workplace climate)
    • Percentage of Outreach staff members who complete and return the workplace climate survey

Activity: Hire a program director for diversity, equity and inclusion for the division

METRICS
  • Institutional Capacity:
    • Number of revised/newly developed policies addressing these needs
    • Percentage of annual climate survey participants indicating their perception that diverse perspectives are included in planning and decision making across all units
    • Percentage of programs held quarterly and staff members indicating they found value in participating
  • Diverse and Equitable Community:
    • Number of resources provided to historically and systemically minoritized communities
    • Number of programs targeted at recruitment and retention of minoritized groups
  • Campus Climate:
    • Number of modules developed
    • Number of open rates on electronic communication messages by minoritized individuals
    • Percentage of completed workplace climate survey based on the number of staff members

[1] Bensimon, E.M., Dowd, A.C., Witham, K. (2016). Five principles for enacting equity by design. Diversity and Democracy, The Equity Imperative. Winter 2016, Volume 19, No. 1.