2020-2025

Diversity, Equity and Inclusion (DEI) Plan

Strategic Goal I: To integrate diversity, equity and inclusion into the academic principles of teaching, research and engagement 

PURPOSE: TO INCREASE AWARENESS AND ENCOURAGE PARTICIPATION THROUGH A COLLEGE-WIDE INITIATIVE TO INFUSE DIVERSITY INTO THE PROFESSIONAL DEVELOPMENT PLAN OF FACULTY, STAFF & STUDENTS

ANTICIPATED OUTCOME: INCREASED CULTURAL COMPETENCE AND COMMITMENT MODELED BY ALL MEMBERS OF THE PVM COMMUNITY

Initiative 1-A: Enhance internal networks and opportunities that explore understanding cultural differences, promote dialogue and engagement 

• Clarify the charge of the Diversity Action Committee (DAC) in relation to the college and their role in advancing diversity, equity and inclusion efforts
• Strengthen and expand the PVM Critical Conversation Lunch & Learn Series with topic selection voted on by faculty, staff and students
• Develop a DEI repository of tools and best practices to be accessible by all PVM faculty, staff and students
• Market PVM diversity events external to the college to engage alumni and on-campus members at Purdue to sustain interest and promote a dialogue reflective of a changing community
• Establish a funding source for faculty and staff members to attend NCORE (National Conference on Race and Ethnicity)
• Collaborate with DEI partners to identify additional resources that enhance competency building
• Promote research focused on diversity issues specific to the veterinary healthcare field 

Initiative 1-B: Launch a new certificate for diversity and inclusion (inclusive excellence) in veterinary medicine

• Collaborate with AAVMC on relevant topics to include for the new diversity certificate
• Develop a fully functioning course within the D2L Brightspace LMS to house the certificate program
• Develop clear learning outcomes with an applied learning project that can be assessed
• Design diversity certificate modules with a focus on skill-building and applied learning to the veterinary profession
• Integrate intercultural training through the use of more clinic-specific intercultural teaching modules
• Collaborate with PVM faculty on the curriculum content of the certificate modules to ensure students are being best prepared for the profession and the global community
• Encourage enrollment of new employees (faculty and staff) within the first 30 days of hire date as a part of their onboarding process
• Establish a timeline for periodically updating certificate holders with current information
• Explore strategies to incentivize certificate holders at PVM events
• Establish an elective course for students to complete the PVM diversity certificate by the end of the course
• Create an accelerated week-long/weekend course offered three times (Fall, Spring, Summer) a year for PVM (this includes faculty, staff and hospital teaching staff) to complete the PVM diversity certificate

Strategic Goal II: Recruit and advance a diverse community of faculty, staff, and students

PURPOSE: TO DEVELOP A COLLEGE-WIDE DIVERSITY RECRUITMENT MODEL TO HELP POSITION THE PVM BRAND FOR MAXIMUM SUCCESS

ANTICIPATED OUTCOME: INCREASED ACCESS AND OPPORTUNITY FOR GROWTH

Initiative II-A: Expand the digital and physical footprint of PVM’s diversity efforts

• Leverage existing technological and social platforms to make PVM go viral with intrusive recruitment efforts
• Encourage a PVM “recruiting culture” that will engage prospective students, faculty, and staff
• Design a webpage that centralizes travel of PVM faculty and staff to help with recruitment efforts
• Explore networking opportunities for alumni to help with the recruiting efforts of faculty, staff and students
• Increase visibility of PVM diversity efforts across Purdue University as the model for diversity leadership

Initiative II-B: Enlarge the pool of underrepresented faculty, staff and students

• Expand diversity post-graduate training programs with emphasis on recruiting prospective faculty
• Develop a PVM diversity search committee module to be distributed and discussed at the first meeting of every PVM search committee for review
• Develop a list of vacancies within the college to be shared at national and international conferences and marketed on the diversity website at all times
• Expand the audience reach of recruitment efforts by exploring new partnerships
• Market post-DVM opportunities among sister institutions
• Review all current recruitment programming to ensure the greatest number of participants can access
• Continue a robust recruiting plan in collaboration with Academic and Student Affairs to ensure DEI principles are employed
• Expand the creation of instructional materials in the K-12 setting
• Identify funding sources to recruit underrepresented students to PVM graduate programs

Initiative II-C: Expand pipeline programming to include professional development for all faculty, staff and students

• Expand research opportunities to prepare students for professional and/or graduate school entry at PVM
• Develop a “grow your own” program that will focus on training and elevating PVM staff towards promotion within the college

Strategic Goal III: Elevate the PVM brand by expanding audience reach through more diverse channels 

PURPOSE: TO REMAIN CURRENT, RELEVANT AND COMPETITIVE WITH THE TARGET MARKET

ANTICIPATED OUTCOME: INCREASED VISIBILITY OF PVM BRAND AMONG DIVERSE POPULATIONS

Initiative III-A: Strategically review college messaging and how diversity is reflected in the PVM brand

• Create marketing materials that highlight PVM’s diversity efforts
• Develop strategies to publicize diversity, equity, and inclusion events using new and existing communication channels
• Design a college-wide diversity calendar that includes both internal and external events to be marketed on the PVM DEI website and linked to the PVM calendar
• Critically analyze the existing marketing materials to ensure DEI is appropriately represented, reflecting true demographics of the college
• Communicate more broadly the definitions of diversity, equity and inclusion across the college
• Select at least one new trade magazine or other high value industry publication to expand the audience reach and attract more faculty, staff and students annually

Initiative III-B: Examine accommodations in the Purdue University Veterinary Hospital that will address public-facing/client-facing groups

• Identify the number of multilingual staff that can assist with communicating with clients of diverse backgrounds
• Explore funding sources to help establish a scholarship-based pool of funds for staff members to enroll in training courses that will include some of the following topics: language competency, implicit bias, intercultural communication and other topic areas of diversity to help promote an inclusive climate for all
• Conduct an analysis for ADA compliance for client-facing processes and forms

Strategic Goal IV: Cultivate a culture of excellence that supports a diverse and inclusive environment

PURPOSE: TO PROVIDE A COMMUNITY OF SUPPORT SERVICES ALLOWING ALL FACULTY, STAFF AND STUDENTS TO ACHIEVE THEIR HIGHEST LEVEL OF SUCCESS IN AN ENVIRONMENT WHERE EVERYONE FEELS A SENSE OF BELONGING AND SUPPORT

ANTICIPATED OUTCOME: IMPROVED LEARNING AND WORK ENVIRONMENT, WHICH GIVES A STRONGER SENSE OF BELONGING

Initiative IV-A: Purdue Veterinary Medicine will have a climate where everyone feels a sense of belonging and support

• Improve the workplace environment that supports PVM faculty and staff participation in diversity trainings and workshops
• Establish joint faculty and staff programming that: focuses on strategies to foster support and respect, promote healthy lifestyles, and develop leadership skills while building internal relationships
• Develop an official on-boarding program for new faculty and staff that includes: (1) PVM culture, (2) Networking support, (3) Community resources, (4) Institutional resources
• Deliver an annual climate survey for faculty, staff and students; respond to and share results
• Establish a college-wide entry and exit interview for all employees to assess needs upon hire date
• Conduct “stay interviews” to identify stay factors and exit decisions
• Establish a bi-annual networking event for faculty and staff
• Promote opportunities for staff in the hospital to practice wellness
• Create a toolkit of responsive practices to address personnel concerns 

Initiative IV-B: Acclimate new faculty, staff and students to Purdue Veterinary Medicine (PVM) and the Greater Lafayette community

• Survey and analyze current/recent new hires (faculty and staff) and newly admitted students regarding their experience of onboarding
• Establish a Fall and Spring semester networking event for all new employees hired within the semester
• Develop a list of community offerings focusing on activities outside of work hours 

Initiative IV-C: Encourage diverse research teams of faculty, staff and graduate students, and support research that highlights health disparities

• Communicate college-wide support for globalized research
• Expand opportunities for interdisciplinary learning and engagement
• Explore innovative ways to recognize and reward international and globalized research for promotion and tenure
• Increase the number of underrepresented students participating in summer research programs within PVM
• Increase opportunities for global engagement among faculty, staff and students

Initiative IV-D: Promote skill-building attributes for effective professional development relationships

• Develop a professional development series on the mentor and mentee relationship expectations and responsibilities integrating faculty, staff, and students
• Provide an active mentor for candidates targeted through early-hire programming efforts and market these efforts to help attract faculty looking for supportive work environments
• Create a professional development repository of online tools
• Organize an end of the year event highlighting significant influencers chosen by students upon graduation

Conceptual Framework Model