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Four-Year Implementation Plan, Phases and Objectives

Four-Year Implementation Plan

OIED has designed the following Implementation Plan. Initiatives are strategically identified to advance each of OIED’s five objectives over the next four years, 2022-23 through 2025-26.

To illustrate the commencement and progression of each initiative, phases of each initiative are labeled:

  • Design and Announce (D),
  • Build Foundation for Scale (B),
  • Scale and Refine (S), or
  • Optimize and Sustain (O).

Our Objectives

In alignment with both the goals outlined in NC State’s 2021-2030 Strategic Plan, “Wolfpack 2030: Powering the Extraordinary” (“Wolfpack 2030”) and with our stated core goals, OIED has identified the following objectives to effectively achieve and advance these goals over the next four years:

  • Objective 1: Infuse DEIB education, awareness, and skill development throughout university systems and infrastructures
  • Objective 2: Collaboratively develop a DEIB leadership (organizational equity and change) framework
  • Objective 3: Build capacity to advance DEIB at NC State and within OIED through strategic advising and partnerships
  • Objective 4: Support student, faculty and staff success & well-being
  • Objective 5: Strategically assess OIED’s functions and practices for effectiveness and alignment with our DEI partners and Wolfpack 2030 Goal 4

Objective 1:Belltower at night
Infuse DEIB education, awareness, and skill development throughout university systems and infrastructures

To achieve transformational impact, diversity, equity, inclusion and belonging must be incorporated into the infrastructure of the university. OIED’s guidance and education efforts will focus on influencing policy and systems-related decisions so that DEI-related considerations are practiced and automatized. Back to Objectives

Description: The SEA Change initiative supports NC State in infusing DEIB into the university infrastructure through a thorough 1) A self-assessment exercise to identify systemic barriers to equity for faculty in STEM areas, and 2) Accountability with goal identification and progress toward an action plan. Although the focus is STEM faculty, the process of data collection and analysis and action plan implementation is anticipated to have broader application.

  • Implementation Timeframe:
    • FY22-23: Continue conducting university-wide self-assessment (B)
    • FY23-24: Submit Bronze Award application in Fall 2023, initiate progress toward action plan (B)
    • FY24-25: Continue action plan implementation and begin implementation assessment (S)
    • FY25-26:  Continue action plan implementation and conduct first-level assessment (S)

Description: Design and advocate for a systematic structure of ensuring continual efforts to monitor NC State’s policies, systems and structures for equity in an effort to support and replicate equity while also dismantling oppression (e.g., monitoring PRR updates, inclusive language use in university materials, and physical space access).

  • Implementation Timeframe:
    • FY22-23: Create an inventory of areas in which to incorporate an equity structure (D)
    • FY23-24: Collaborate with university leaders in implementing and complying with structure (B)
    • FY24-25: Continue implementation of equity structure (B)
    • FY25-26: Evaluate impact of equity structure (S)

Description: In partnership with UHR’s Learning & Organizational Development, the Office of Faculty Excellence, the Division of Academic and Student Affairs, and  other relevant parties, review and update how DEIB is incorporated into training and professional development opportunities throughout the university. As the NC State community grows and strategies to advance DEIB evolve, OIED will assist in ensuring training materials incorporate a DEIB lens.

  • Implementation Timeframe:
    • FY23-24: Create framework for review of university training and professional development offerings (D-B)
    • FY24-25: Initiate review and determine where to include or enhance DEIB (B-S)
    • FY25-26: Scale and Refine (B-S)

Objective 2:Group meeting
Collaboratively develop a university DEIB leadership framework

In collaboration with university partners, OIED will co-create a DEIB framework in which university leaders engage and embrace accountability and advocacy as measures important to the community. Back to Objectives

Description: With input from strategic partners, create a framework for leading with an emphasis on DEIB. The framework will incorporate an assessment model (e.g. Awake to Woke to Work is one example), and a method by which to align division/college DEI Plans.

  • Implementation Timeframe:
    • FY22-23: Define goals (D)
    • FY23-24: Community buy-in, leadership commitment, design implementation strategy (D)
    • FY24-25: Begin implementation (B)
    • FY25-26:  Continue implementation (B)

In partnership with University Human Resources and Institutional Strategy and Analysis, OIED will explore systems to make collected data more accessible and actionable to departments and units across campus (e.g., identifying and standardizing relevant disaggregated data reports/dashboards from Employee Engagement Survey, Campus Climate Survey, etc.)

  • Implementation Timeframe:
    • FY22-23: Create a plan with key stakeholders (D)
    • FY23-24: Continue creating the plan with key stakeholders (D)
    • FY24-25: Begin plan implementation (B)
    • FY25-26: Continue plan implementation (B)

Objective 3:Overhead shot of people in chairs
Build capacity to advance DEIB at NC State and within OIED through strategic advising and partnerships

OIED will build capacity in students, faculty, staff, and administrators to implement appropriate programs, strategies, and structures. Working toward this depth of culture shift requires the support, commitment, and action of its community members. Back to Objectives

Description: Transform DEI advisory councils and affinity groups into a  community of leaders who advise OIED on the climate of DEI and for whom OIED provides a platform for strategic partnerships, aligned initiatives across and between groups, and communicating with the community about collective efforts.

  • Implementation Timeframe:
    • FY22-23: Identify potential council membership/areas of representation; communicate plans (D)
    • FY23-24: Begin convening Council on a regular basis (B)
    • FY24-25: Assess and implement strategies to enhance effectiveness (S)
    • FY25-26: Continue building on successes (O)

Description: Expanding on OIED’s DEI Collective model, OIED will enhance a  community of practice among individuals within the university who hold positions integral to implementing DEIB-supportive systems and structures. Re-organizing the way OIED presently works with diversity directors/assistant deans, Human Resources leads, and individuals with a particular relevant interest/knowledge base, in order to increase collaboration and effectiveness.

  • Implementation Timeframe:
    • FY22-23: Identify potential community members/areas of representation, communicate plans (D)
    • FY23-24: Host monthly meetings aligned around key topics/initiatives (B)
    • FY24-25: Assess and implement strategies to enhance effectiveness (S)
    • FY25-26:  Continue strategy implementation (S)

Description: OIED will partner with university leaders, diversity professionals, and human resources representatives to collect, design, create, and share a comprehensive “State of DEI” Annual Report for NC State, and ultimately host an engagement event to showcase this work to the NC State community. The DEI Annual Report will be designed to connect and align with Wolfpack 2030, with OIED’s Strategic Plan, and with college/division-level DEI-related strategic priorities.

  • Implementation Timeframe:
    • FY22-23: Assessing current university-wide DEI reports, including Annual D&I BOT Report. PIlot a new format and include common DEI metrics (D)
    • FY23-24: Review college/division-level DEI strategic plans and initiatives for alignment to the new format; continue developing common format and assessment metrics (D)
    • FY24-25: Start new FY with assessment model in place to allow for full year of measurement for impact by end of the year report. Strive to have the first “State of Diversity at NC State” annual report and event (similar to “StateCom”) (B)
    • FY25-26: Continue to share accomplishments and initiatives with the campus community. Build on StateCom practitioners conference. (B)

Objective 4:Students with Mrs. Wuf
Support student, faculty and staff success & well-being through the lens of DEIB

Through programming, educational opportunities, and direct services, OIED will offer support to individuals within the university community in a manner that supports success and well-being centered around DEIB. Back to Objectives

Description: OIED anticipates recommendations arising from planned programmatic reviews (see Objective 5).

  • Implementation Timeframe:
    • FY 22-23:  Conduct Program Review of Campus Community Centers
    • FY 23-24:  Conduct Program Review of Interpersonal Violence Prevention
    • FY24-25: Manage recommendations and create implementation plan (D)
    • FY25-26: Begin implementation (B)

Description: Important to the effectiveness of OIED’s work is ensuring that the university community is aware of OIED’s resources and services. In addition, OIED aims to move from an emphasis on promoting individual programs to telling its impacts. As a result, OIED will evaluate the use of existing tools and resources available and will work in partnership with University Communications, identifying areas of alignment with that unit’s strategic goals.

  • Implementation Timeframe:
    • FY22-23: Build partnership with UComm; identify existing tools and existing needs (D)
    • FY23-24: Continue partnership, identify communication strategy and recommendations (D)
    • FY24-25: Implement recommendations (B)
    • FY25-26:  Continue implementation and measure impacts (B)

Description: Community” is one of six pillars in the University’s Wellness framework.  It is defined in the Wellness Strategic Plan as “Foster(ing) a safe, supportive and inclusive community.”  In addition, “belongingness” is an emerging area of focus in higher education for both students and employees.  Belonging exists when community members are” fully integrated into the culture, doing one’s best work, making an optimized impact on the community and setting a standard for others.”  All areas of OIED contribute to building both of these elements.

  • Implementation Timeframe:
    • FY22-23: Review climate survey data to create interventions for target populations. (D)
    • FY23-24: Design intentional programming to develop and/or enhance current programming with elements of community and belongingness building along with existing elements of identity exploration, development and celebration. (B)
    • FY24-25: Work with DEI practitioners across campus to incorporate community and belongingness elements into programming. (S)
    • FY25-26: Assess and measure programming.  Communicate emerging trends and share promising practices at proposed annual DEI engagement event. (O)

Objective 5:Two women meet
Strategically assess OIED’s functions and practices for effectiveness and alignment with our DEI partners and Wolfpack 2030 Goal 4

OIED will assess its internal functions and practices to ensure progress toward intended outcomes and that outcomes are in alignment with NC State’s strategic priorities. Back to Objectives

Description: Effective assessment of OIED’s programs and services is integral to optimal unit operations. OIED will offer opportunities for staff to enhance skills in assessing operations for annual reporting.

  • Implementation Timeframe:
    • FY22-23: Offer professional development in advance of 2023 Annual Report (D)
    • FY23-24: Implement learning over the year in anticipation of 2024 Annual Report (B)
    • FY24-25: Continue implementation (B)
    • FY25-26:  Evaluate use of assessment in decision-making (S)
  • Supports OIED Goal(s): Goal 5 (continual internal improvement)

Description: Conduct a programmatic review of OIED’s Campus Community Centers

  • Implementation Timeframe:
    • FY22-23: Plan and prepare for review; conduct review in Spring 2023 (D)
    • FY23-24: Alignment and implementation of recommendations (B)
    • FY24-25: Continue implementation (S) and ensure success (O)
  • Supports OIED Goal(s): Goal 5 (committing to continual internal improvement)

Description:  OIED and our relevant partners will conduct a review of the University’s IPV program

  • Implementation Timeframe:
    • FY23-24: Plan and prepare for review; conduct review in Spring 2024 (D)
    • FY24-25: Alignment and implementation of recommendations (B)
    • FY25-26: Continue implementation (S) and ensure success (O) 
  • Supports OIED Goal(s): Goal 5 (committing to continual internal improvement)

Description: OIED will review its credential-based programs (i.e., GLBT Advocate Program, Pack Survivor Support Alliance) to assess effectiveness and efficiency

  • Implementation Timeframe:
    • FY23-24: Initiate reviews (D)
    • FY24-25: Align recommendations (B)
    • FY25-26: Assess modifications (S)
  • Supports OIED Goal(s): Goal 5 (committing to continual internal improvement)

Description: OIED is one of many units on campus that has seen significant turnover in employees over the last few years. Although this issue is not unique to OIED (at NC State or within the DEI industry), OIED will work to not only enhance staff satisfaction and retention, but also work to put systems in place that reduce the impact of employee turnover (e.g., standard operating procedures, effective onboarding, etc.).

  • Implementation Timeframe:
    • FY22-23 Evaluation of stay and exit interview data, Employee Engagement Survey data, and other resources; begin identifying key areas to improve. Hold regular Full Staff Meetings to help build connectedness and belonging among current staff.  Review compensation and classification needs (D – B) and advocate at key budget decision times for adjustments.
    • FY23-24: Consider information gathered from Programmatic Reviews (CCC in 22-23; IPV in 23-24, etc.) to inform staffing models (D – B)
    • FY24-25: Implement recommendations (B)
    • FY25-26: Evaluate modifications (S)
  • Supports OIED Goal(s): Goal 5 (committing to continual internal improvement)

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