OIDEI Strategic Plan V.1

1 OFFICE of INSTITUTIONAL DIVE RSIT Y

O U R WO R K , S T R AT E G I C P L A N , A N D H OW TO WO R K W I T H U S

EQ U IT Y + INCLUSION

O U R W O R K , S T R AT E G I C P L A N , A N D H O W T O W O R K W I T H U S

Welcome to the Office of Institutional Diversity, Equity, and Inclusion!

The work of DEI at Loyola University Chicago began long before our office’s founding in November 2021. DEI has always gone hand in hand with Loyola University Chicago’s mission and shared Jesuit values. We are charged with putting cura personalis into action: Caring for the whole person intentionally recognizes and values each member of our community, and creates a sense of belonging.

Previously, faculty, staff, and leadership charted their own

DEI is a joyful practice. It means celebrating our unique

course in supporting our diverse student body. Their varied

backgrounds and lived experiences so that we may better

knowledge and DEI experience meant each person worked

understand one another.

from a different toolbox.

DEI is also an inspirational practice. Watching each member of

OIDEI was created as a centralized resource for connecting,

our community find a place of belonging motivates us to work

consulting, coaching, and building capacity among our faculty,

in the spirit of Agere contra: Moving away from what is familiar

staff, and leadership. Our theory of change tells us that focusing

and common to do the right and just thing, even if it is hard.

on this group creates the environment of inclusion and

We hope that you find joy and inspiration in your DEI work, while

belonging that allows our students to persist and graduate.

also remembering that it is indeed a “practice.” There are no

Working with a common understanding of DEI and a unified

experts. Sometimes we will get it right and sometimes we won’t.

set of tools allows us to build a better Loyola. Our student body

Our job is to equip you with the tools to grow in your practice.

is growing ever-more diverse, and our knowledge of DEI must

Our belief is that together we can build a culture of belonging,

grow along with them.

where each member of our community is valued, supported, and

We don’t take this mission lightly. Each member of our team

intentionally welcomed as their authentic selves.

is deeply passionate about creating a sense of belonging identities and those who have been systematically oppressed

Dominique Jordan Turner

in the United States.

CHIEF DIVERSIT Y OFFICER + VICE PRESIDENT OF OIDEI

for every student, particularly those who hold marginalized

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Diversity, Equity, and Inclusion is not something we do; it is who we are.

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OFFICE OF INSTITUTIONAL DIVERSIT Y EQUIT Y AND INCLUSION

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WHY

OIDE I?

OUR MISSION To foster a human-centered culture of belonging, we serve as a vocal advocate, engaged ally, and collaborative change agent. We empower faculty, staff, and leadership to champion inclusive excellence by connecting, consulting, coaching, and capacity building in support of igniting our students’ full human potential.

OUR VISION We are the modern Jesuit, Catholic university — free from unjust barriers where the lived experiences of all Ramblers are valued and their sense of belonging fuels a lifetime of success in service of the greater good.

The Office of Institutional Diversity, Equity, and Inclusion (OIDEI) was founded in November 2021 to coach; build capacity; and prepare and coordinate faculty, staff, and leadership. Our work focuses on all areas of diversity, equity, and inclusion (DEI) in support of groups who hold marginalized identities and those who have been systematically oppressed in the United States. If we are successful in realizing our mission and vision, faculty, staff, and leadership will more effectively be able to support; reduce barriers; and create systems and a culture that leads to a sense of belonging for all members of our community.

With our vision of a modern Loyola, all faculty, staff, and members of leadership must be responsible for DEI to ensure a human-centered culture of belonging. OIDEI exists as a supportive, inclusive resource for all, in alignment with Loyola University Chicago’s mission and our Jesuit values.

O U R W O R K , S T R AT E G I C P L A N , A N D H O W T O W O R K W I T H U S

D E FI N I N G TH E WO R K of D E I AT LOYO L A Diversity, equity, and inclusion go hand in hand with Loyola’s mission and Jesuit practices.

Our mission statement identifies us as a diverse community, and to remain true to our mission our faculty, staff, and leadership must support and create belonging among all students.

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It is helpful to have someone reminding the university of the importance of infusing this work in everything they do.

Tim Love

Our student population has grown significantly more diverse, and our entire Loyola community must grow our knowledge and practice of DEI along with them. This work begins with shared definitions of terminology;

EXECUTIVE DIRECTOR & T I T L E I X C O O R D I N AT O R

Office for Equity and Compliance

we must speak the same language to stand as a united front.

READI: Racial Justice, Equity, Anti-Racism, Diversity, and Inclusive Excellence

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OFFICE OF INS TITUTIONAL DIVERSIT Y EQUIT Y AND INCLUSION

The work of racial justice and anti-racism are critical components

racism, and subsequently enacting changes in political, economic,

of the OIDEI strategy. We refer to our work as READI, and closely

and social life to combat that reality. Anti-racism on the individual

align it with academic success and our Catholic Jesuit practices.

level includes values and actions in opposition to individual racist

Racial justice: The systematic fair treatment of people of all

behaviors and impacts. As a community, we are contemplatives

races, resulting in equitable opportunities and outcomes for all, which includes the presence of deliberate systems and supports

in action who must demonstrate agere contra, or working against what is comfortable if it is not right. At Loyola, what is right is what

to achieve and sustain racial equity through proactive and

is most loving and just for all, which includes confronting racism.

preventative measures. At Loyola, our mission and faith compel us

Diversity: The gathering of people who are different, based

to pursue justice in service to those on the margins in global and

on race, gender, sexual orientation, class, age, country of origin,

local communities, as well as within the institution.

education, religion, geography, physical, or cognitive abilities,

Equity: A focus on the gifts, needs, challenges, and histories of a

and acknowledgment that these differences are a valued asset. At

given individual or group while applying differential strategies and

Loyola, our commitment to cura personalis starts with the deeply

approaches required for success. At Loyola, our commitment to

humanizing practice of embracing diversity.

accompaniment requires us be in the trenches and listen to those

Inclusive Excellence: The recognition that a college or university’s

impacted by systemic oppression so that we may solve problems

ability to successfully advance its mission is dependent on how

of inequity at the root cause.

fully it values, engages and includes the rich diversity of students,

Note: Equity is not the same as equality, which assumes that one

staff, faculty, administrators, trustees, alumni, institutional

strategy or approach will work for all groups regardless of their needs, challenges, and histories.

Anti-Racism: The work of actively opposing racism and racist structures by institutionally acknowledging how status quo thinking, decisions and actions promote the continuation of

partners, and guests in decisions, activities, and opportunities, providing equitable pathways to success for all. In our pursuit of excellence and with a commitment to magis, or actualizing the more, opportunities to contribute, thrive and succeed must be available for each individual.

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In 2022, 50.2% of incoming freshmen students identified as People of Color, up from 30.5% in 2009.

Source: IPEDS

O U R W O R K , S T R AT E G I C P L A N , A N D H O W T O W O R K W I T H U S

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OFFICE OF INS TITUTIONAL DIVERSIT Y EQUIT Y AND INCLUSION

CR E ATI N G CHAN G E TH RO U G H a D E I LE N S Our Strategic Plan: An Overview DEI is not only tied to our Catholic Jesuit identity, but also central to Loyola’s mission. Since its founding, but especially in the past few decades, Loyola has demonstrated its commitment to DEI. As we continue investing in DEI as a community, OIDEI created our detailed strategic plan to guide our first 5 years.

We believe this plan will help Loyola move the needle on crucial DEI issues both expressed by our community and represented in institutional data on students, staff, and faculty. A sustained commitment to DEI through this lens shows the Loyola community

Our Culture of Belonging

at large that we are operating in alignment with our Catholic

Belonging stands as our institutional north star

Jesuit identity and mission. Ultimately, our work promotes Loyola’s

as we pursue a Loyola where each member of our

reputation as a great, inclusive place to learn and work.

community feels seen, heard, and valued. Our five strategic priorities represent the pathways we must travel to achieve that outcome of belonging.

Our Priorities The University is committed to the five priorities below in alignment with the OIDEI mission (see Page 3). Although the OIDEI intends to use a framework for partnership and collaboration across all priorities, three of the five will be the main responsibility of the Office

The phrase We Belong represents the feeling and outcome we desire as a result of the collective work across our university.

(learning and development, culture and climate, and structures and

Defining a Sense of Belonging

systems) while the other two will serve as points of collaboration

A feeling of connection within a community

and partnership with offices already responsible for the priority

and space, where one’s authentic self is valued,

(recruitment and retention, scholarship and teaching).

supported and intentionally welcomed.

RESPONSIBLE + ACCOUNTABLE

OIDEI owns these strategic priorities to guide faculty, staff, and leadership

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2

Learning & Development

3

Culture & Climate

Structures & Systems

CONSULTED + INFORMED

OIDEI prepares and supports faculty, staff, and leadership within their individual units

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Recruitment & Retention

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Scholarship & Teaching

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WHAT’ S O U RS to DO

DEI is not a one-person responsibility, neither is it a one-office responsibility.

Our Strategic Priorities OIDEI is always available to assist faculty, staff, and leadership by connecting, consulting, coaching, and building capacity across all areas of our strategic plan. However, our work is specifically focused on three strategic priorities to make the greatest impact among our faculty, staff, and leadership:

Dr. Keith Champagne Division of Student Development

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VICE PRESIDENT

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Providing ongoing, unit-specific learning and development opportunities for faculty, staff, and leadership.

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Proactively fostering an inclusive, welcoming campus climate for all members of the Loyola community.

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Ensuring our institutional structures, policies, and procedures promote equity and inclusion for our entire community.

Strategic Priority One: Learning and Development We will provide ongoing learning and educational opportunities to equip our

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staff, faculty, and leadership with the knowledge and skills to be able to fully engage and function across differences in an increasingly pluralistic society.

Goal: Establish a baseline and benchmarks for incidences of discrimination and bias for students, staff, and faculty measured through a regular climate survey beginning in Spring 2024.

STR ATEGIC ACTION 1:

INCREASE DIALOGUE REGARDING ISSUES OF DIVERSITY AND INCLUSIVE BEHAVIOR TA C T I C S

PA R T N E R S

Launch a Courageous Conversations Series via diverse avenues of communication (i.e. social media, email, podcasts, etc.).

OIDEI, UMC

Expand Diversity, Equity, and Inclusion Liaisons (DEILs) to include staff to support units and departments with dialogue about DEI issues across the University.

OIDEI, Provost Office, HR

Create an approved list of DEI consultants for units and departments.

OIDEI, Provost Office

PERFORMANCE METRIC

Conversations regarding issues of diversity and inclusive behavior (climate survey)

STR ATEGIC ACTION 2:

INCREASE OPPORTUNITIES TO SHARE RESOURCES FOR DEI WORK TA C T I C S

PA R T N E R S

Launch READI connect as an online DEI collaboration space.

OIDEI, ITS

Create a DEI dictionary and calendar for the university.

OIDEI, UMC, OEC

Establish OIDEI training and PD opportunities.

OIDEI, UMC, HR

PERFORMANCE METRIC

Positive perceptions and awareness of DEI at Loyola according to staff and faculty (climate survey)

O U R W O R K , S T R AT E G I C P L A N , A N D H O W T O W O R K W I T H U S

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OFFICE OF INSTITUTIONAL DIVERSIT Y EQUIT Y AND INCLUSION

In 2022, 23.1% of full-time instructional faculty identified as People of Color.

Source: IPEDS

STR ATEGIC ACTION 3:

INCREASE STAFF AND FACULTY ENGAGEMENT WITH PD AND TRAINING OPPORTUNITIES TA C T I C S

PA R T N E R S

Implement the Anti-Racism Initiative (ARI) Learning and Development framework (including conducting focus groups, needs assessment, and tool development) and collaborate with partners (i.e., HR) to offer a range of PD opportunities.

OIDEI, HR, UMC

Collaborate with OEC to support the Comprehensive Policy through ongoing training and development needs.

OIDEI, OEC

Establish PD and coaching for leaders in creating and maintaining inclusive workplaces as an issue of retention.

OIDEI, Provost Office, HR

PERFORMANCE METRIC

Staff and faculty engagement with professional development and training opportunities

Strategic Priority Two: Culture and Climate We will proactively foster an inclusive and welcoming campus climate

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for all students, staff, and faculty to live out more fully our institutional commitment to social justice and care for the whole person.

Goal: Establish a baseline and benchmarks for student, staff, and faculty perceptions of belonging as measured through a regular climate survey beginning in Spring 2024.

STR ATEGIC ACTION 1:

CONSISTENT MEASURE OF CULTURE AND CLIMATE ACROSS CAMPUSES TA C T I C S

PA R T N E R S

Convene a task force of survey and climate experts to identify a regular Climate Survey that incorporates the metrics for impact in the OIDEI strategic plan (i.e. bias and discrimination, belonging, and commitment to DEI and mission alignment).

OIE, OIDEI, Provost Office, Mission Integration, Enrollment, Student Development, HR, OEC

Implement a university-wide survey to measure climate among students/staff/faculty.

OIE, OIDEI

Establish a phased plan to create dashboards for DEI related metrics in alignment with data literacy best practices to ensure transparency along with data literacy training and support.

OIE, ITS, OIDEI

PERFORMANCE METRIC

Response rate on climate survey across administrations year over year

O U R W O R K , S T R AT E G I C P L A N , A N D H O W T O W O R K W I T H U S

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STR ATEGIC ACTION 2:

INCREASE AWARENESS AND ALIGNMENT OF DEI WORK ON CAMPUSES TA C T I C S

PA R T N E R S

Launch Communities of Practice groups to build a network of DEI professionals across the University.

PERFORMANCE METRIC

Awareness of DEI work on campus (climate survey)

OIDEI

STR ATEGIC ACTION 3:

CREATE SPACES OF SAFETY AND BELONGING ACROSS STUDENTS, STAFF, AND FACULTY TA C T I C S

PA R T N E R S

PERFORMANCE METRIC

Coordinate and facilitate events to celebrate diversity.

OIDEI, UMC

Establish a pronoun policy to complement the current preferred name policy with a companion communication strategy.

OIDEI, Provost Office, Student Development, Enrollment

Create a regular newsletter that celebrates diversity on campus (READI Newsletter).

OIDEI, UMC

Establish guidelines for affinity groups.

OIDEI, HR

Establish a committee to identify and lead projects focused on repairing identity-based harm within the Loyola community that incorporates and takes strategic action from the perspectives of those harmed.

OIDEI, Mission Integration, Facilities, Student Development, Provost Office, HR, OEC

Feelings of value across staff and faculty (climate survey)

Strategic Priority Three: Structures and Systems We will ensure that our institutional structures, policies, and procedures promote equity and inclusion for all members of our community. We will

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seek to remove unjust barriers that prevent the institution from realizing its commitment to inclusive excellence.

Goal: Establish baseline and benchmarks for student, staff, and faculty perceptions that the University culture is in alignment with its mission and commitment to DEI as measured through a regular climate survey beginning in Spring 2024.

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I see OIDEI having value bridging the gap between the Jesuit ideals that we talk about in theory, and having a coordinating body that helps capacity build and bring DEI to action.

Nika Arzoumanian E Q U I T Y I N V E S T I G AT O R

Office for Equity and Compliance

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OFFICE OF INS TITUTIONAL DIVERSIT Y EQUIT Y AND INCLUSION

STR ATEGIC ACTION 1:

INCREASE CAPACITY FOR SYSTEMIC CHANGE AND CONTINUOUS IMPROVEMENT TA C T I C S

PA R T N E R S

Ensure that all units (academic and administrative) have a strategic plan that includes DEI efforts and aligns with the University’s strategic priorities for DEI.

OIDEI, Senior Leadership, OIE

Establish a process for data reflection on benchmarks that apply to all units and departments and elicit collaboration with staff & faculty for decision-making (i.e. Climate Study).

OIE, ITS, OIDEI, Senior Leadership

Connect Deans and other leaders with supports for budgeting DEI work in connection with strategic action to ensure that strategic decisions for DEI are funded.

OIDEI, Provost Office

PERFORMANCE METRIC

Shared decisionmaking and continuous improvement practices

STR ATEGIC ACTION 2:

INCREASE SHARED DECISION-MAKING AND ACCOUNTABILITY FOR LEADING FOR DEI TA C T I C S

PA R T N E R S

Establish the READI Advisory Board to provide accountability to the OIDEI strategic plan.

OIDEI

Ensure Board of Trustees is regularly informed and trained in best practices in DEI based on their role.

OIDEI, President

Ensure Senior leadership (e.g., Deans and Vice Presidents) are trained in DEI best practices relevant to their role and held accountable.

OIDEI, President, Provost Office, HR

Incorporate DEI work into the evaluation of Deans and Vice Presidents to ensure accountability for leading and supporting DEI at the unit level.

OIDEI, Provost Office, HR

PERFORMANCE METRIC

Implementation of DEI projects and streams of work

STR ATEGIC ACTION 3:

INVEST STRATEGICALLY IN READI WORK TA C T I C S

PA R T N E R S

Ensure transparent policies and guidelines for acknowledging diversity work with students, staff, and faculty.

Task force (OIDEI, HR, Provost Office, Finance)

Establish tracking system for budgeting for DEI projects.

OIDEI, Provost Office, Finance

Establish a supplier diversity policy and track funds spent on vendors of various protected groups.

Task force (OIDEI + Other Members TBD: Finance, HR, Provost Office, etc.)

Establish an Innovation Fund to provide funding for DEI programs, research, and/or teaching projects for staff and faculty.

OIDEI, President, Finance

PERFORMANCE METRIC

Capture of spending on DEI projects

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WHAT’ S YO U RS to DO Overview Loyola University Chicago’s practice of embracing and incorporating equity and inclusion in our daily work is continuously evolving to meet the needs of our entire community. This evolution requires active participation from each member of our faculty, staff, and leadership, across all areas of DEI.

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Faculty, staff, and leadership are specifically responsible for leading and shaping two DEI-related strategic priorities within their individual units: recruitment and retention, and scholarship and teaching.

The work that has come out of this office has been very helpful in moving us beyond checking the boxes of DEI.

Plans for achieving these priorities should be reflected in each unit or

Dr. Mark Torrez

department’s strategic plan.

How to create DEI strategic priorities for your unit or department

PROG R AM MANAG E R

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OFFICE OF INS TITUTIONAL DIVERSIT Y EQUIT Y AND INCLUSION

Stritch Office of Diversity, Equity, and Inclusion

OIDEI’s strategic plan includes five specific, actionable DEI strategic priorities. Each unit or department at Loyola is responsible for addressing DEI within their own strategic plan. Hold conversations with stakeholders at all levels within your unit or department to gain an understanding of your culture, climate, goals, and needs. Your existing data, including your racial justice examen report, can also offer revealing insights.

OIDEI is responsible for equipping and educating faculty, staff, and leadership. We are always available as a partner to help units formalize and accomplish these priorities within their specific units.

Your strategic plan should include language that addresses:

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Leading by example, both in and out of the classroom

Applying DEI practices to the recruitment and retention of faculty, staff, and leadership

Prioritizing DEI principles in student retention and engagement

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Creating a sense of belonging for colleagues and students, particularly those who hold marginalized identities

Actualizing DEI practices within schools and units, with the goal of increasing a sense of belonging for our entire Loyola community

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In 2022, 28.9% of fulltime non-instructional staff identified as People of Color.

Source: IPEDS

O U R W O R K , S T R AT E G I C P L A N , A N D H O W T O W O R K W I T H U S

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OFFICE OF INS TITUTIONAL DIVERSIT Y EQUIT Y AND INCLUSION

H OW TO WO R K with OI D E I OIDEI connects, consults with, coaches, and builds capacity among faculty, staff, and leadership. This work allows us to translate our mission into action.

Here are a few practical examples of how your individual unit can partner with OIDEI in pursuit of inclusive excellence:

C O A C H I N G A N D C O N S U LT I N G

S T R AT E G Y B U I L D I N G

OIDEI CAN

OIDEI CAN

Speak at your unit/department/DEI committee

Offer guidance on incorporating DEI strategic priorities

meetings. We’re available to discuss topics like

into your school/unit’s strategic plan.

communicating the importance of DEI, incorporating DEIB into your policies, etc.

Coach on how to launch and manage a DEI committee.

C A PA C I T Y- B U I L D I N G A N D C O N N E C T I N G

OIDEI CAN

Equip and inspire individuals and units/departments through our OIDEI community events. These opportunities are designed to transition our university from reflection to action in creating a human-centered culture of belonging.

Work with your unit/department to co-create a customized DEIB session that includes engaging activities and meaningful discussion.

Support and promote campus events that align with our mission and are open to faculty and staff.

Host a variety of faculty and staff affinity groups. These spaces offer an opportunity to build community, increase a sense of belonging, and break down silos. We can guide you in joining or creating a group that speaks to your passion.

Offer valuable funding resources, through the READI Innovation Fund, to enhance and support your DEI initiatives.

Learn more about the Fund and submit your application at luc.edu/diversityandinclusion.

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Learn More About OIDEI Visit luc.edu/diversityandinclusion or scan the QR code below.

Follow Us on Social Media

@LoyolaDiversity

LoyolaDiversity

O U R W O R K , S T R AT E G I C P L A N , A N D H O W T O W O R K W I T H U S

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OFFICE OF INS TITUTIONAL DIVERSIT Y EQUIT Y AND INCLUSION