Systemic Resilience: COTA Meta-Strategy, 2021-2025

Implementation

Pillar I: Access, Equity, and Inclusion as Functional Catalysts

The College of the Arts is fundamentally committed to access, equity, and inclusion as functional, transformational catalysts. Transformation is framed as the direct and demonstrative outcome(s) of the execution of systemic change. Therefore, we leverage access, equity, and inclusion as mechanisms for fostering the thriving, pluralistic diversity of our transformative community and correcting exclusionary and repressive systems. We recognize that in order to be the most innovative and responsive organization possible, responding to and generating paradigmatic shifts in the arts and beyond, we must engage every opportunity to undo systemic oppression and marginalization operating in our structure. We are committed to transforming, through our practices of access, equity and inclusion, towards the goal of working within and creating a world characterized by accountability and justice. 

We will cultivate a framework within which to share an evolving analysis of the dynamics of access, equity and inclusion as they function in the College of the Arts. Through this framework we will be able to assess how our current demographic diversities, and lack thereof, affect both majority and underrepresented faculty, staff, and students and the culture we steward together. Within the next five years we aspire to identify and dismantle obstacles to AEI ingrained in our curriculum, disciplinary practices, and various modes of interaction across the spectrum to include creating a process for lifelong learning, truth, and reconciliation. In addition, we aim to generate durable conditions to foster a culture engaged in a transformational process of becoming a truly accessible, equitable and inclusive working and learning environment. 

Pillar Goals

Establish a college AEI committee

Establish a college AEI committee structure from the foundation of the existing DEI committees.

  • Articulate committee and its leadership’s structure, role, and responsibilities.
  • Establish process for resource allocation.
  • Stand up communications channels (website, etc.) for networking AEI work across the college.
  • Incorporate the committee into college organizational structure and core functions as appropriate.
Provide Education and Resources

Provide education and resources to develop broad cross-functional shared language and capacity for engaging in negotiations of power and privilege as defined by organizational structures in the College of the Arts. 

  • Create facilitated forums of exchange in which to engage in open and effective communication and participatory learning.
  • Provide iterative workshops conducted by expert outside consultants. 
  • Develop capacity and cultivate leadership skills in transformational change and in the building of just and equitable structures, policy, and organizational culture.
Conduct AEI audit

Conduct AEI audit.

  • Use a power analysis and best practices in AEI and racial equity spheres to identify and document institutional practices that are barriers to a thriving pluralistic multi-cultural diversity. 
  • Establish and/or maintain avenues for communication of and consultation on issues related to AEI, such as committee service, addressing micro-aggression, and instances of alleged biases at COTA. 
  • Establish constructive methodologies to communicate audit findings and include stakeholders in the development of corrective actions.
Incorporate AEI strategies into core college functions

Incorporate AEI strategies into core college functions.

  • Develop AEI goals and criteria in research. Develop methodologies to reach AEI goals and iteratively assess success at fostering a thriving diversity and eliminating discrimination and other forms of oppression. 
  • Develop AEI goals and criteria in curricula and student affairs. Develop methodologies to reach AEI goals and iteratively assess success at fostering a thriving diversity and eliminating discrimination and other forms of oppression. 
  • Develop AEI goals and criteria in faculty work systems and cultures. Develop methodologies to reach AEI goals and iteratively assess success at fostering a thriving diversity and eliminating exclusionary practices, aggression, bullying, toxic work culture, and other forms of oppression. 
  • Develop AEI goals and criteria in staff work systems and cultures. Develop methodologies to reach AEI goals and iteratively assess success at fostering a thriving diversity and eliminating discrimination and other forms of oppression.

Implementation

YEAR 1  |  IN PROGRESS
  1. Establish a college AEI committee structure from the foundation of the existing DEI committees. 
  2. Provide education and resources to develop broad cross-functional shared language and capacity for engaging in negotiations of power and privilege as defined by organizational structures in the College of the Arts.
  3. IncorporateAEIstrategies into core college functions. Examine and reposition Western, white, male privilege implicit in the foundations of the style, techniques, and methodologies of historical works and traditional performance and practice. Address cultural differences within the disciplines represented in COTA.
Year 2
  1. Provide education and resources to develop broad cross-functional shared language and capacity for engaging in negotiations of power and privilege as defined by organizational structures in the College of the Arts.
  2. ConductAEIaudit. Use a power analysis and best practices in AEI and racial equity spheres to identify and document institutional practices that are barriers to a thriving pluralistic multi-cultural diversity. 
  3. IncorporateAEIstrategies into core college functions. Examine and reposition Western, white, male privilege implicit in the foundations of the style, techniques, and methodologies of historical works and traditional performance and practice. Address cultural differences within the disciplines represented in COTA.
Year 3
  1. ConductAEIaudit. Use a power analysis and best practices in AEI and racial equity spheres to identify and document institutional practices that are barriers to a thriving pluralistic multi-cultural diversity. 
  2. IncorporateAEIstrategies into core college functions. Examine and reposition Western, white, male privilege implicit in the foundations of the style, techniques, and methodologies of historical works and traditional performance and practice. Address cultural differences within the disciplines represented in COTA.
Year 4
  1. IncorporateAEIstrategies into core college functions. Examine and reposition Western, white, male privilege implicit in the foundations of the style, techniques, and methodologies of historical works and traditional performance and practice. Address cultural differences within the disciplines represented in COTA.
Year 5
  1. IncorporateAEIstrategies into core college functions. Examine and reposition Western, white, male privilege implicit in the foundations of the style, techniques, and methodologies of historical works and traditional performance and practice. Address cultural differences within the disciplines represented in COTA.