| The Inclusive Excellence Framework at William & Mary Progress* |
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| 1: Recruitment and Retention |
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| Goal: |
Achieve and maintain a more diverse and inclusive undergraduate, graduate/professional student body, faculty and staff |
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| OBJECTIVE 1 |
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Achieve increased undergraduate student enrollment from historically underrepresented and underserved populations (VP of Strategic Initiatives, AVP for Enrollment and Dean of Admission) |
| Strategies |
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1. Implement new gateway initiatives to make W&M a preferred destination for underserved populations (Posse Foundation Partnership, Transfer Admission Pathways) |
Admissions: Started/Ongoing |
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2. Make application process more inclusive and equitable |
Admissions: Started/Ongoing |
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3. Increase financial aid to diversify student population |
Admissions: Started/Ongoing |
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4. Increase yield for admitted first-time-college or transfer students from underrepresented and underserved populations |
Admissions: Started/Ongoing |
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5. Strengthen partnerships with diverse alumni groups for admission and inclusion initiatives |
Admissions: Started/Ongoing |
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6. Increase referral rate of racially/ethnically diverse professionals. |
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| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Number of gateway program participants enrolling |
Admissions: Started/Ongoing |
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2. Yield rate for admitted first-time-college and transfer students |
Admissions: Started/Ongoing |
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3. Undergraduate enrollment |
Admissions: Started/Ongoing |
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| OBJECTIVE 2 |
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Increase retention and academic success of historically underrepresented and underserved undergraduate students (Provost, VP of Student Affairs, VP for Advancement) |
| Strategies |
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1. Identify specific barriers to the academic progress and success of underrepresented and underserved undergraduates |
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2. Ensure broad participation of underrepresented and underserved undergraduates in research and experiential learning opportunities or other high- impact programs |
Charles Center: Started/Ongoing |
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3. Assess the effectiveness of academic support and high-impact programs to ensure efforts are aligned with goals. Identify opportunities for continuous improvement |
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4. Continue to seek external funding to support the W&M Scholars Undergraduate Research Experience program to increase the number of participants. |
Charles Center: Started/Ongoing |
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Advancement: Started/Ongoing |
| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Participation rates in academic support programs |
Student Affairs: Started/Ongoing |
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2. First to second year retention rates |
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3. Second to third year retention rates |
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4. Four- and six-year graduation rates |
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5. Results of program evaluation/assessments |
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| OBJECTIVE 3 |
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To increase the recruitment and retention of diverse graduate and professional students (Deans, Graduate Deans and Admission Officers, Chief Diversity Officer) |
| Strategies |
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1. Join local, state and national organizations that provide access to potential diverse graduate and professional students |
VIMS: Started/Ongoing |
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2. Assess and enhance existing programs designed to recruit diverse graduate and professional student populations (i.e., become an institutional member of the Southern Regional Education Board (SREB) Doctoral Scholars program) |
VIMS: Started/Ongoing |
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3. Implement new programs to encourage underrepresented and underserved undergraduates to attend graduate/professional programs |
VIMS: Started/Ongoing |
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4. Assess, enhance or design new programs that provide academic support and professional development including for underrepresented and underserved graduate students |
VIMS: Started/Ongoing |
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5. Connect underrepresented/underserved graduate and professional students with programs that provide faculty and alumni mentors |
VIMS: Started/Ongoing |
| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Enrollment in graduate and professional programs |
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2. Degrees awarded |
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3. Placement rates in postdoctoral, faculty and non-academic positions |
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| OBJECTIVE 4 |
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Recruit and retain a diverse faculty and staff (Provost, Deans, Chief Diversity Officer, Chief Human Resources Officer) |
| Strategies |
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1. Launch 3-year Faculty Hiring Plan to recruit and retain excellent faculty |
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2. Develop a comprehensive recruitment and retention plan for all levels of staff |
Human Resources - Started/Ongoing |
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3. Use exit interviews and climate surveys to improve workplace experience |
Human Resources - Started/Ongoing |
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4. Create leadership programs for employees including from underrepresented and underserved groups |
Human Resources - Started/Ongoing |
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5. Develop a robust New Employee Orientation program and collaborate with external local officials to ensure a seamless onboarding process for new hires |
Human Resources - Started/Ongoing |
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6. Examine tenure and promotion processes for barriers to success for faculty from underrepresented and underserved populations |
Human Resources - Not Started |
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7. Assess diversity in managers, executives and tenured faculty to identify opportunities to remove barriers to advancement |
Human Resources - Not Started |
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8. Examine salaries for equity issues |
Human Resources - Not Started |
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9. Develop and evaluate strategies to recruit and retain individuals with disabilities |
Human Resources - Started/Ongoing |
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10. Ensure that accommodations for students, employees and the public are accessible |
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11. Develop and evaluate strategies to recruit and retain more veterans |
Human Resources - Started/Ongoing |
| Metrics and Indicators |
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(disaggregated by demographics where possible) |
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1. Faculty and staff count and percentages |
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2. Review of 3-year faculty hiring proposal |
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3. Managerial and executive staff counts and percentages |
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4. Retention rates for faculty and staff |
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5. Tenure and promotion rates |
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6. Leadership development participation for faculty and staff |
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| 2: Campus Climate |
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| Goal: |
Create and sustain an organizational environment that acknowledges and celebrates diversity and employs inclusive practices throughout its daily operations |
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| OBJECTIVE 1 |
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Create a climate that is supportive and respectful while valuing myriad perspectives and experiences and aligned with the university’s mission, vision and values. (Provost, VP Student Affairs, Chief Diversity Officer, Chief Human Resources Officer) |
| Strategies |
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1. Ongoing campus landscape review to eliminate structures that may be perceived as barriers to a welcoming and inclusive environment |
Student Affairs: Started/Ongoing |
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2. Use climate surveys and focus groups periodically to assess student, faculty and staff feedback related to the climate for diversity and inclusion |
Student Affairs: Started/Ongoing |
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3. Create meaningful dialogue between and among groups that increases understanding of varied perspectives and the nature of social and economic inequalities |
Student Affairs: Started/Ongoing |
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4. Educate the university community on the prevention of harassment, discrimination and identity-based violence as well as related equity policies. Promote productive ways to resolve conflict. Effectively address concerns and complaints |
Student Affairs: Started/Ongoing |
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5. Offer educational and celebratory events for students, faculty and staff, and the community that recognize, value and honor diversity and promote inclusion. Evaluate programs for their impact on climate for diversity and inclusion |
Student Affairs: Started/Ongoing |
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6. Increase recognition programs that acknowledge contribution made to advance diversity, equity and inclusion |
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7. Support physical spaces that address the needs of multicultural and underrepresented /underserved populations |
Student Affairs: Started/Ongoing |
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8. Initiate Career and Development Program for hourly workers to inform them regarding development strategies |
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9. Leverage William & Mary’s competitive differentiation in the talent marketplace. |
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10. Removing bias at any stage from the selection process. |
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11. Increase the inclusion and retention of POC. |
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12. Establish strategy for addressing hostility in the workplace. |
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| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Perceptions of climate for diversity and inclusion as measured by a climate survey and other sources of information |
Student Affairs: Started/Ongoing |
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2. Awareness and understanding of campus resources related to harassment, discrimination and identitybased violence as measured by climate surveys and evaluations. Results from number of reports and actions taken (2015, 2017, 2018, 2019) |
Student Affairs: Started/Ongoing |
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3. Results of program evaluations designed to facilitate intergroup dialogue and trust |
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4. Triangulation of institutional results with national benchmarking |
Student Affairs: Started/Ongoing |
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| 3: Education & Training |
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| Goal: |
Engage students, faculty, staff, alumni and the community in learning varied perspectives of domestic and international diversity, equity, inclusion and social justice |
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| OBJECTIVE 1 |
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Offer courses, curricula, events and learning opportunities at the undergraduate, graduate and professional levels that achieve DEI learning goals (Provost, Deans) |
| Strategies |
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1. Establish DEI competencies for students, faculty and staff |
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2. Expand COLL 350 general education requirement offerings |
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3. Establish incentives, provide learning experiences and resources for faculty, graduate students and academic units to adapt existing courses and programs as needed |
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4. Develop opportunities that help faculty, staff and instructional graduate students assess the achievement of DEI learning outcomes in class or co-curricular activities |
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5. Hire faculty and staff with content expertise in areas of study that examine diverse identities and cultures |
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6. Build opportunities for students to learn about diverse identities and cultures |
Student Affairs: Started/Ongoing |
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7. Establish incentives for research conducted by undergraduates, graduate/professional students and faculty in areas related to diversity, equity and inclusion |
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8. Provide multifaceted training and education for faculty, staff and students on “courageous conversations” in various settings, e.g., classrooms, living environments, organizations, offices, etc. |
Student Affairs: Started/Ongoing |
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9. Develop DEI education plan. |
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| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Participation by faculty, instructional graduate students and staff in professional development programs related to curricular transformation, diversity and inclusion |
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2. Participation by students in co-curricular opportunities tied to Inclusive Excellence |
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3. Research output related to DEI topics |
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4. Evaluation of programs related to inclusive teaching |
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5. Student participation in co-curricular opportunities related to DEI |
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6. Self-reported improvement in knowledge and skill related to teaching and curricula |
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| OBJECTIVE 2 |
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Increase the cultural competencies of faculty and staff (Chief Diversity Officer, Chief Human Resources Officer, Chief Compliance Officer) |
| Strategies |
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1. Establish virtual and in-person professional development opportunities designed to improve awareness and competencies of faculty and staff with regards to DEI |
Student Affairs: Started/Ongoing |
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2. Assist faculty and instructional graduate students in assessing diversity related learning goals |
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| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Participation in professional development opportunities |
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2. Self-reported growth in awareness and competencies |
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3. Faculty and instructional graduate students assessing diversity related learning goals through individual contributions |
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| 4: Organizational Culture and Accountability |
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| Goal: |
Create and sustain an institutional infrastructure that effectively supports progress in achieving diversity, equity and inclusion goals in the university strategic plan |
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| OBJECTIVE 1 |
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Develop a robust and durable infrastructure to address long-standing institutional challenges and sustain the journey toward Inclusive Excellence (Executive Leadership Team) |
| Strategies |
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1. Incorporate diversity, equity and inclusion in all strategic planning efforts |
Student Affairs: Started/Ongoing |
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2. Increase the diversity of applicant pool for senior-level administrator positions |
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3. Conduct a qualitative and quantitative review of university DEI initiatives |
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4. Complete cyclical comprehensive staff salary studies and benchmark progress |
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5. Incorporate employee exit interviews |
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6. Each administrative and academic unit should complete a diversity action plan |
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7. Create university-wide and unit-level DEI committees |
Student Affairs: Started/Ongoing |
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8. Conduct annual training for senior leadership in alignment with values |
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9. Incentivize collaboration across units |
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10. Cascade DEI buy-in, ownership, and accountability from Executive Leadership through Cabinet to AVP’s and direct reports |
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| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Documentation of mission and scope for Chief Diversity Officer and DEI councils |
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2. Documented processes for reporting progress towards the DEI goals established in the Inclusive Excellence framework |
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3. Evidence of DEI integration in the university-wide and unit-level strategic plans |
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4. Report on where the use of shared resources and dispersion of best practices have been implemented |
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5. Number of formal cross-campus collaborations |
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| OBJECTIVE 2 |
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Create a culture of evaluation and continuous improvement for administrators and senior leaders (President, Provost, Chief Diversity Officer, Chief Human Resources Officer) |
| Strategies |
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1. DEI goal attainment is part of all senior leadership assessments |
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2. Engage senior leaders and stakeholders in analyzing disaggregated data and special studies to better understand and address long-standing challenges for underrepresented/underserved students, faculty and staff |
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3. Establish systems of reporting and accountability |
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4. Set expectations for campus leaders that metrics related to diversity, equity and inclusion are vital measure of institutional excellence |
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5. Evaluate internal policies, processes and practices in alignment with the W&M Affirmative Action plan |
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6. Provide adequate staffing and resources for CDO’s office to lead across workforce, workplace, and marketplace (e.g., hiring, recruitment, talent management, supplier diversity, and community). |
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7. Embed DEI into William & Mary’s talent management system. |
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| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Annual reports from school and administrative units to Chief Diversity Officer demonstrating progress towards DEI goals outlined in the unit plan |
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2. Work groups dedicated to analyzing disaggregated data related to DEI |
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3. Number of policies and processes evaluated and redesigned using an equity lens |
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| OBJECTIVE 3 |
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Sustain and increase university-wide efforts designed to amplify to potential secure gifts, grants and opportunities to advance the DEI goals in the Inclusive Excellence framework (President, Provost, VP for Advancement, Chief Operating Officer, Chief Diversity Officer) |
| Strategies |
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1. Incorporate DEI interests into philanthropic campaign efforts |
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2. Seek corporate and foundation support for key gateway and academic support programs that facilitate access by international students, underrepresented/underserved populations, veterans and those with diverse abilities |
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3. Engage alumni groups in DEI efforts |
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| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Funding support for DEI initiatives from fundraising efforts |
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2. Increased initiatives aimed at women and multicultural alumni cultivation |
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3. Annual reports on the satisfaction or the engagement of multicultural alum |
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| OBJECTIVE 4 |
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Meet/exceed 42% use of Small, Women- & Minority-owned (SwaM) businesses (plus micro and Service- Disabled Veteran businesses). (President, Chief Operating Officer, Chief Diversity Officer) |
| Strategies |
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1. Provide spend overview to cabinet members for evaluation and accountability |
Procurment Services: Started |
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2. Additional visibility of W&M SWaM vendors for all departments |
Procurment Services: Started |
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3. Continuation of W&M Supplier Diversity Expo |
Procurment Services: Started |
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4. Continuation of educational opportunities for campus |
Procurment Services: Started |
| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Results of review of comprehensive dashboard |
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2. Dollars spent on SWaM annually |
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3. Impact of education and awareness on community outcomes (i.e., Vendor Fairs, Commonwealth Database, Incentives) |
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4. Monitor SWaM efforts through quantitative and qualitative metrics |
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5. Measure progress in diversifying the SWaM vendor pool in terms of gender, race, nationality, veteran status, etc. |
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6. Assess progress toward annual goals by senior leaders |
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| 5: Innovation, Community and Reconciliation |
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| Goal: |
Grow institutional philanthropy and community partnerships to improve outcomes in local/regional communities |
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| OBJECTIVE 1 |
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Evaluate and expand community engagement and partnerships to create collective impact with other community organizations (VP for Strategic Initiatives, VP Student Affairs, Chief Diversity Officer) |
| Strategies |
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1. Assess existing engagement and partnerships to determine how best to use the university’s resources to bring about the conditions of collective impact |
Student Affairs: Started/Ongoing |
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2. Partner with local community organizations and area HBCUs and Tribal leaders |
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3. Expand Community Engagement programming using new platforms |
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| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Results of assessment |
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2. Number of partnerships |
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3. Number of students participating |
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4. Impact of partnerships on community outcomes |
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| OBJECTIVE 2 |
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Evaluate and increase philanthropy in support of diversity, equity and inclusion (President, Provost, VP of Advancement, Chief Diversity Officer) |
| Strategies |
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1. Conduct a review of existing philanthropic efforts and make adjustments to further the DEI goals in the community |
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2. Identify new and pursue DEI-specific funding priorities for University Advancement and all units |
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3. Build on the success of William & Mary’s 2020 Day of Giving (One Tribe One Day) to develop fundraising efforts dedicated to advancing DEI initiatives |
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4. Expand on William & Mary’s track record of success in securing funding from corporate and foundation funders whose philanthropy focuses on advancing DEI |
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5. Continue to train Advancement staff on best practices in DEI fundraising, and expand this training to academic leadership with fundraising responsibilities |
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6. Continue to provide education for fundraisers and University Advancement staff about current DEI initiatives across campus to facilitate donor conversation |
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7. Identify DEI champions (academic leaders, faculty, students) and engage them in supporting DEI fundraising efforts (through proposals, donor visits, alumni events) |
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| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Results of review |
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2. Actual dollars spent on DEI-related philanthropy |
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3. Impact of philanthropy on community outcomes |
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4. Monitor success of DEI fundraising through quantitative and qualitative metrics |
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5. Measure progress in diversifying the donor pool in terms of gender, race, nationality, veteran status, etc. |
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6. Assess engagement of faculty, students and academic leaders with DEI fundraising |
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| OBJECTIVE 3 |
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Advance the history of human beings enslaved and exploited on W&M’s campus and in our region (Provost, Chief Operating Officer) |
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| Strategies |
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1. Via campus naming, renaming and contextualization improve a sense of belonging for and increase equity in what we memorialize |
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2. Partner with Colonial Williamsburg and the City of Williamsburg to create destinations for African American history |
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3. Invest in the Lemon Project and related research initiatives |
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| Metrics and Indicators |
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(disaggregate by demographics where possible) |
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1. Research goals met (highlighting those established by descendants) |
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2. Number of visitors to partnership research sites: Highland, Bray, First Baptist Church, Brafferton, etc. |
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3. Press coverage and media for new discoveries, new partnerships |
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4. Elevate underrepresented and hidden histories in formal occasions: centenaries, annual ceremonies |
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| * Updated as of 05/31/2022 |
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