UNO’s Strategic Investment: Social Justice, Inequality, Race, and Class
The UNO Strategic Plan is informed by its Mission, Vision, and Values, in particular inclusive excellence. It is timely to consider the launch of a new commitment throughout our strategic plan, a new and intentional investment at the scale of the Big Ideas, committed to the topics of Inequality, Social Justice, Race, and Class in our society.
As vividly demonstrated by the disparities in health outcomes during the COVID-19 and by the regional and national events, now more than ever UNO must remain committed as part of its Strategic Plan to be an academic partner to our community in effecting positive change, whether through community engagement, supporting our students, translational research that changes the national discourse, or positive high impact experiences in Omaha and beyond.
Identify metrics for evaluating success of the program focused on diversity, equity, access, and inclusion for UNO, for Omaha, and for the United States.
Create 2.5 page Concept Papers in collaboration with community partners, articulating:○ Campus partnerships—UNO units currently engaged with and/or potential
○ Community partners to be involved in the project and role(s)
○ External funding (federal, state, foundation) opportunities
○ Philanthropic and community organizations in Omaha, Nebraska and beyond
○ Student-related outcomes (service learning, experiential opportunities, etc)
- Identify resources required to seed this initiative that will be enduring and self-sustaining.
Groups for planning discussions
- Planning: Academic Deans, Student Success, CEC Advisory Board, Faculty Senate, Student Government, Athletics, Staff Advisory Council
- Advisory: Faculty DEAI Committee, Chancellor’s Council on Afr-Am, Latin/X, Native-Amer.
- Feasibility: SVC, Cecil Hicks, Doug Ewald, Dan Shipp, Sara Woods, Makayla McMorris
Progress on the proposal process should be reported to and feedback sought from:
- Academic Deans
- Faculty Senate
- Staff Advisory Committee
- CEC Advisory Committee
- Student Government
- Strategic Planning Steering Committee
- UNO Strategic Planning Forum
- UNO VCs and Chancellor
For each initiative selected within the themes, we will
- Incorporate as one or more strategic initiatives in the 2021 and 2022 UNO UNEPlan
- Form community- and campus-based standing accountability committee
- Create an evaluation process/templates to
○ Review progress annually, provide guidance for subsequent years
○ Prepare annual progress report and campus communications
- Declare success or discontinuation after 1-5 years (project lengths may vary)
- Create a sustainability plan within colleges’/campus units budgets
- Incorporate projects into UNO/NUF Philanthropic Campaign
- October 20: Announcement through UNO Announce
- October 28: Chancellor’s State of the University Address
- Oct 20 – Feb 1: Assess current UNO activities and develop 2.5 page “concept papers"
- Feb 1: Concept papers circulated to all campus stakeholder community. Email the proposal to firstname.lastname@example.org.
- Feb 9: Campus Forum and electronic feedback solicitation from above groups
- Feb 15 – Mar 1: DEAI Advisory Group align inventory/concept papers into major themes
- March 1: Announcement of funded project(s)
Campus constituencies will assess each proposal based on the questions below. Please note: once the proposals become available, the questions below will be reflected in a Qualtrics survey to allow you to submit your feedback.
- Does the proposal identify specific, measurable outcomes that would result from this initiative, eg: greater faculty and staff diversity/retention, greater student diversity/retention, student learning outcomes, economic development in Omaha, etc.? Does the proposed plan and resources appear adequate to effect real change?
- Does the proposal leverage connections across the UNO campus adequately? Are there other campus stakeholders that could be included that would strengthen the initiative? How? Are there other proposals in consideration that could be combined/allied with the present idea?
- Does the proposal leverage connections between UNO and the Omaha community adequately? Are there other community stakeholders that could be included that would strengthen the initiative? How?
- Does the proposal identify potential funding partners that could help sustain this effort? If not, are there possible partners that could be suggested?
- How would you rate this proposal overall? 1. Absolute must. Do this proposal at all costs; 2. Very strong and compelling; 3. Plausible and interesting; or 4. Not recommended
- Any other comments or observations?