EDIST: Building

In this unit, equity, diversity, and inclusion are acknowledged as integral to the institutional mission, vision, and goals, and there is a commitment to act on associated practices and policies that support strategic priorities. Based on organizational assessments and stakeholder engagement, actions are planned and initiated to address targeted outcomes, and there is a dedicated mechanism to advance efforts. As needed, adequate resources are allocated to support planning and implementation with expanding investment. Strategic priorities are crystalizing, and associated goals, metrics, and programmatic efforts have been planned, implemented, and evaluated.

Profile Objectives:

Strategic objectives of the building profile are to:

  1. Establish multi-layered assessment of organizational challenges, needs, and strengths including practice and policies.
  2. Build mechanisms for organizational action and invest resources to further build and leverage capacity.
  3. Implement planned organizational action to identify and engage baseline priorities.
  4. Strategic foci/priorities are established as are associated outcomes and metrics.
  5. Planning, implementation, and evaluation and assessment are ongoing to build toward an integrated and sustained embedded inclusive excellence approach.

Action pathways for the
Building profile include:

Pre-Engagement Profile:

Resources and Toolkit

Foundations: Concepts, Models, and Organizational Practice

An embedded inclusive excellence approach depends on multi-tiered formal and informal leadership and change agents, creating multiple pathways for integrating equity, diversity, and inclusion.  These efforts are embedded synergistically within our culture and values, institutional practices, and the collaborative social relations and networks that we build to advance our institutional mission.

Dialogue, Education, and Professional Development

Training, education, and programming promote engagement and self-awareness, knowledge and learning, workforce development, and organizational practices that support inclusive excellence. This also includes understanding the behavioral, cultural, and systemic factors that may create or promote bias or lead to inequitable practices and policy application.

Dialogue for Organizational Practice: Values to ActionADD BOOK COVER. Bridging the Gap: How Authentic Organizations Bring Values to Life https://share.percipio.com/cd/3tORT-pvb  

Organizational and Self-Assessment

Assessment, evaluation, and strategic planning help us to establish priorities for strategic action to promote equity and excellence as well as an inclusive climate and to identify appropriate metrics and accountability measures to achieve and sustain embedded inclusive excellence (article link) and organizational change.

UNCG Models for Organizational Practice and Change

UNC Greensboro’s Equity, Diversity, and Inclusive Excellence Action Framework and Roadmap (link) guides campus efforts to engage individual, interpersonal, and institutional levers to support equity-minded priorities integral to our mission, and to pursue data-driven management of best practices and policies to sustain access, opportunity, andinclusive excellence in service of UNCG’s strategic mission.

Planning and Deliverables

  • Building Workplan: (UCB, adapted, p.17- 8) (pdf)
  • Goal Development Planning: (UCB, adapted, p.34 – 36) (pdf)/Vision and Goal Setting Guide, p. 33- 36.
  • Strategic Plan Update, p 37 UCB
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