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1a. Conduct climate surveys of campus community faculty, staff, and students.

     i. Empower the President’s Equity and Change Commission, Human Resources, Academic Senate, Staff Council, and ASI to engage faculty, staff and students in developing actions aimed at mitigating negative findings and enhancing positive findings.

• Division of Academic Affairs
• Office of Faculty Affairs
• Division of Student Affairs
• Office of Human Resources
• Associated Students, Inc.
• Academic Senate and Climate committee
• Presidents Commission on Equity & Change
• Executive Director for Diversity, Equity, and Inclusion

These actions align with the goals of the 2020 presidential Equity and Action report, and can be considered the academic and cultural component of our campus’ commitment to anti-racist action.

Effecting change in campus culture requires consistent focus and responsiveness to the evolving needs of the campus community. Measuring and assessing progress and prioritizing the most impactful initiatives will require sustained administrative stamina to drive this work.

When diversity, equity, inclusion and belonging are infused in the campus culture at the operational level, we are better able to support groups who are disproportionately impacted by challenges like COVID-19.

2a. Identify/Charge a representative steering committee to engage faculty, staff and students in implementing evidence-based practices to remove barriers to access and close gaps in retention and graduation. 

• Division of Faculty Affairs
• Division of Student Affairs
• Office of Human Resources
• Academic Senate and Climate Committee
• Associated Students, Inc.
• Enrollment Management

Our institution profits when our campus population reflects the highly diverse region we serve. We must embrace diversity of thought, class, gender, sexual orientation, country of origin, and ability, as well as cultural, political, religious or other affiliations.

Effecting positive cultural change will require resources, focus and stamina, as well as clear priorities and accountability. Removing barriers to access requires more than enhanced recruiting; it includes improving climate and culture, addressing educational inequities for underrepresented students, and implementing data-informed solutions over time.

Budget constriction due to COVID-19 will exacerbate challenges for several years. Success will require keen prioritization and tapping into faculty and staff expertise for quality programming.

3a. Develop and implement a holistic, sustained professional development program for all faculty and staff members, in which diversity, equity, anti-racism, inclusion and belonging are infused and an understanding of how social and cultural factors influence interactions with students and colleagues is enhanced, and builds understanding and trust through cross-divisional collaborations to improve the climate. 

• Division of Faculty Affairs
• College Deans
• Office of Equity and Diversity
• Academic Senate and Climate Committee
• Presidents Commission on Equity and Change
• Office of Human Resources
• Faculty Center

A sustained professional development program in which diversity, equity, anti-racism, inclusion and belonging are infused will enhance our institution’s understanding of how social and cultural factors influence interactions with students and colleagues, and help fortify our institution against bias.

While periods of budget constriction may slow the development of a new program, cultural change begins at a grass-roots level. The effort will require the commitment of every member of our campus community, led by the Executive Team in collaboration with leaders of all divisions and academic units.

We proudly state that “diversity is our strength,” recognizing that diversity and diverse points of view create challenges for easy solutions and consensus while ultimately resulting in unimagined benefits and opportunities.