ADEI Leadership Team Annual Antiracism Report
Table of Contents
Purpose of the ADEI Annual Leadership Report:..........................................................................................2
Current Antiracism Goals: 2 Antiracism, Diversity, Equity, and Inclusion Highlights:................................................................................3
A Look Back Over the 21-22 Academic Year: 4 What’s Next 12 ADEI Web Page: ..........................................................................................................................................12 Other Administrative Changes 12
Purpose of the ADEI Annual Leadership Report:
The purpose of this document is to provide an annual report to the CC community and the Board of Trustees about the activities that the Antiracism, Diversity, Equity, and Inclusion (ADEI) Leadership Team has observed, facilitated, and mobilized over the past academic year related to our antiracism commitment and beyond. As the first report of the ADEI leadership team, some activities began prior to AY 21-22 and help to create a baseline of projects, programs, and practices to date. This report begins with an overview of the many implementation efforts that all constituent groups participated in over the past academic year including the preliminary impact these activities have made on CC’s community. Second, this report lists several priorities for the upcoming academic year in response to identified gaps and strategies to help improve the success of our implementation intentions. Third, this report provides an overview of long-term objectives to better frame our conceptual agenda and what we hope to accomplish in the immediate future. Finally, this report concludes with recommendations made to CC executive leadership to promote transparency and request active support that stewards the success of our antiracism commitment.
Current Antiracism Goals:
Goal 1: Make diversity, equity, and inclusion central to college leadership
Goal 2: Establish antiracism, equity, and inclusion as foundational to our community expectations
Goal 3: Invest in student antiracism resources and efforts
Goal 4: Support and engage all faculty and staff in antiracism work
Goal 5: Make antiracism a central value in CC’s academic and co-curricular programs
Goal 6: Increase compositional diversity of the CC community
Goal 7: Make antiracism central to CC’s communication
Antiracism, Diversity, Equity, and Inclusion Highlights:
Below, in bullet and table formats, is a list of accomplishments that the ADEI team achieved over the 2122 school year. This year can be best summarized as a year of action. While 20-21, was spent getting to know the campus, setting expectations, and forming groups, 21-22 was about producing tangible outcomes with our various constituents and establishing a rhythm of check-ins. We note that, in our interactions, the majority of campus is eager and engaged in ADEI work. This does not mean there are no gaps. Still, overwhelmingly the CC community is working to identify those gaps, reaching out and using the ADEI team as a community resource to build capacity, making use of the campus-wide tools we are providing (such as the Antiracist book club, Dismantling Hate Series, LACRELA e-convenings, Faculty development workshops, etc.). Below are highlights from each of the constituencies.
ADEI TEAM
• Hired a paraprofessional, Juvi Mallari, and successfully transitioned her into an ADEI Programs Coordinator
• Creation of the Antiracism Commitment committee
o Began the assessment reviewing initiatives 3, 5, and 6.
• CC’s LACRELA membership has enhanced access to on-demand ADEI-related content and provides options for resource distribution of innovative tips, ideas, and tools to mobilize ADEI work
• Administered both Staff and Student LACRELA Racial Climate Surveys
o Student participation rate of 41.5% was the highest reported of all LACRELA schools
o Staff participation rate was at 64%
o Student data received in July 2022, currently under review
• Chaired and convened the annual Colorado Springs Martin Luther King Jr. Celebration.
• The virtual presentation featured leaders from across the Pike’s Peak region including CC’s own President Song Richardson and Sr. Vice-President Edmonds
• The presentation was accessed over 10,000 times via social media and raised $3600 for local organizations
A Look Back Over the 21-22 Academic Year:
Goal(s) Addressed: Goal 1: Make diversity, equity, and inclusion central to college leadership
Implementation Activity Purpose Measure Impact Anticipated Completion
The cabinet participated in a series of antiracism capacity-building conversations and workshops such as:
• Diversity University
• LACRELA Presidents consortium
ADEI workshops for FEC
Pedagogy Coaching
-Further knowledge and understanding of topics related to ADEI - Inform the creation of divisional ADEI strategic plans
• To increase the capacity of faculty to use an ADEI lens in sharedgovernance leadership endeavors
To increase the use of an ADEI lens in personnel council work
• Completion of workshops
• Increased capacity & understanding
• Creation of divisional ADEI strategic plans
• Approximately 25 faculty participants.
Created awareness and appreciation for the innovative and forwardthinking environment that CC maintains
Provided insight for specific initiatives relative to each division
• FEC elections are more equitable
• FEC membership is more racially diverse The use of an ADEI lens in tenure and promotion in practices and processes.
Completed
Ongoing
Goal(s) Addressed: Goal 2: Establish antiracism, equity, and inclusion as foundational to our community expectations
Implementation Activity Purpose Measure Impact Anticipated
Administrative Policy Review
Faculty Handbook Review & Revision
Utilize an equity analysis tool to infuse ADEI language and considerations into administrative policies
To review and revise the faculty handbook using an ADEI lens
42 policy updates
Equitable policies help to shape CC’s culture and collaboration while creating intentionality accountably centering the margins
Completion
Completed and future reviews to follow.
A faculty task force was created consisting of approximately 10 members and worked in tandem with the FEC
Goal(s) Addressed: Goal 3: Invest in student antiracism resources and efforts
Implementation Activity
Enhance a culture that “centers the margins” or places marginalized populations as the focus of implementation of programs, policies,
Raise awareness about the purpose and accessibility of the handbook
Reevaluate faculty policies through an ADEI lens
Phase 1 completed" with external reviewer report
Spring 2024
Purpose Measure Impact Anticipated Completion
An enhanced culture creates a robust system of support for students of color across campus and this reaffirms and
Inventory
Nearly every department has programs, support systems, and resources that center on students
Currently, a single measure does not exist to capture impact; however, the next phase of this process involves staff engagement to
Ongoing
procedures, and practices across student-facing departments
Reassess the Butler Center
• TBC co-hosted and or sponsored campus-wide programs with student organizations including:
• Feria Latina Break the Block with SOMOS (400+ attendance)
• Fundraising and Panel on Colorism with DXN Multicultural Sorority
• A full month of Black History month Programming with the Black Student Union
• Key Partner in the Forever Foreign Series along with Asian Studies and ASU
illuminates the shared values of Student Life.
Butler Center efforts on student initiatives, support, and advocacy.
of color and international students.
• Hiring a new head of Butler Center
• Completed assessment of current, needs and initiatives as well as staffing requirements
identify gaps and areas of measurement (Kirkpatrick)
More clearly defined roles
Articulated learning goals and assessment Increased retention and collaboration with other campus departments
Completed Please see full restructuring document
• Realignment of position descriptions and separation of Dean and Director roles.
• Butler Center identity support initiatives (First Gen, LGBTQIA, International Support, Masculinity Project, Mind Body Soul, etc) and affinity groups have met regularly despite staffing shortages in the Fall of 2021
Consistent and ongoing programming of the Butler Center helps create a sense of community for students
Advertisements and coordination of events
Offers a stable environment and resources that reenforce support and belonging. Programming also acts as a visual reminder of the campus’s commitment to antiracism.
Ongoing
Student Leader ADEI Training Invest in ADEI capacity building of our student leaders
• Conducted 25 student-facing trainings for over 350 students including: NSO and WSO Leaders,
Skill development
Increased awareness about Antiracism
Increased motivation
Ongoing
LACRELA Student Racial Climate Survey
Assess the racial climate for students at CC
Resident Assistants and RLCs, Theta Sigma Sorority, Delta Mu Sorority, Bridge Mentors (15 hours), StudentAthlete Advisory Council, Bonner Fellows, and Community Engaged Scholars
NACCC Racial Climate Survey
Establish a baseline of the racial climate for students at CC
Goal(s) Addressed: Goal 4: Support and engage all faculty and staff in antiracism work
Assessment completed. Analysis is ongoing
Implementation Activity Purpose Measure Impact Anticipated Completion
Dismantling Hate Series for all constituents
Provide education activities for all to engage in and learn more about the essence of antiracism work.
Average registration across 6 events, 300 attendees
o Antiracism 101 (371 registrants)
o Dismantling AntiBlackness (347 registrants)
o Calling in the Call Out Culture (283 registrants)
o Dismantling AntiTransgender Legislation (141 registrants)
o Dismantling misconceptions of disability (315 registrants)
o Dismantling Anti-Asian Hate (600 participants)
Antiracist Book Club for all constituents Engage the broader CC community in asynchronous reading and discussion of books that center on antiracism and antiracist topics.
Hosted 3 Antiracist book club readings with an average participation of over 85 people.
o Critical Race Theory (130 participants)
o You Are our Best Thing (75 participants)
• Increases awareness of antioppressive strategies and intersectionality across identities
• Fosters crosscampus collaboration involving all three constituencies
• Provides a platform for alumnae and community members to engage in antiracism work
Ongoing
Dismantling Hate: An Educational Series Toward Understanding and Action - Colorado College
Provides an in-depth and nuanced understanding of an array of cultural, historical, and contemporary issues of race.
2021-22 Completed Will continue each year
The Antiracist Book Club - Colorado College
The CC Childcare Center focused on ADEI in their required professional development hours
Review of the employee handbook
This allowed for the incorporation of ADEI while reducing concerns of capacity by capitalizing on development that aligns with CC’s commitment
Provide insight on ADEI approaches to staff handbook to enhance accessibility in relation to plain language, visual appeal, language, and overall inviting nature.
o Ebony & Ivy (50 participants)
Record of learning hours
Knowledge gains and tools for mobilization Ongoing
Produced report with suggestions on ways to update the handbook conducted by Takiyah Nur Amin, PhD
Tangible direction on how to holistically update the handbook in alignment with CC’s commitment
In-progress
Mandala Center for Change (affinity groups, leadership sessions
To provide resources to build competencies to champion and institutionalize ADEI
Approximately 50 staff and faculty participated in affinity group sessions.
Approximately 20 staff and faculty participated in the antioppressive leadership workshop. 13 staff and faculty participated in the extended antioppressive leadership workshop.
Skill development and knowledge gains Working on continuing strength building in a sustainable function
LACRELA E-convenings
To provide staff and faculty with regular professional development opportunities in a variety of areas.
79 faculty and staff registered for econvenings offered Feb ‘21-Dec ‘21.
On-demand options provide all CC constituent groups with resources and materials at their leisure enhancing knowledge transition and responds to the diverse learning styles of our CC audience.
LACRELA membership also enhances CC’s network and relationships with other liberal art institutions.
Ongoing
Annual Antiracism Report for Academic Departments & Programs
To engage faculty in creating goals and planning antiracism work that contributes to the commitment.
The number of academic departments and programs that complete the annual report.
• The academic department and program function areas are being addressed in any given year.
• Goal progress from year to year.
• Yearly intentional and organized antiracism work by academic departments and programs
• When needed the office of the dean of the faculty provides support for antiracism work.
Ongoing
Bridge Scholars Program o To provide students from marginalized and minoritized backgrounds with opportunities to build community
o To introduce CC’s liberal arts education, the block plan, and college-level academic work.
Approximately 100 students, or a fifth of incoming classes, participate in the summer program.
Bridge Scholars Outdoor Leadership training in collaboration with Outdoor Education and Butler Center
▪ 10 Bridge students twice a week for 8 weeks, plus hiking and wilderness first aid training in preparation for a 10-day excursion to Cusco, Peru 13 students participated in a 15hour (.25 credit) peer mentor seminar that was co-taught.
Liberatory Pedagogy Series To build awareness, knowledge, and skills in using equitable, inclusive, and antioppressive teaching practices.
Equity & Power Course Development Program
To expand capacity for teaching courses with an equity and power course designation for
2 staff and 8 faculty participated.
• Employs 12-13 peer mentors and 12 faculty mentors.
• Fosters a sense of belonging among student participants and prepares students for the Block plan.
Ongoing
AY 20-21 33 faculty participated
• AY 21-22 8 faculty participated
Deepens faculty understanding of critical theories, pedagogical frameworks, and instructional strategies supporting the institution's antiracism commitment
Increase the number of general education courses with an equity and power course
Ongoing, but reconfigured
Ongoing, but reconfigured
Antiracism Field Trip Workshop Series
the general education program.
To build awareness, knowledge, and skills in using equitable, inclusive, and antioppressive teaching practices in course field trips.
• Program survey for participant satisfaction.
Approximately 15 participants
designation being offered to students.
Improve course climate during off-campus trips. Ongoing
Goal(s) Addressed: Goal 6: Increase compositional diversity of the CC community
Implementation Activity Purpose Measure Impact Anticipated Completion
Admissions has implemented several initiatives aimed at reducing/eliminating barriers and/or equity constraints such as:
• Colorado Pledge
• Stroud Scholars Program
• Fly-in program
• Elimination of SAT requirement
The central ethos of CC admissions is to ensure we meet the full financial need of any student admitted. This commitment marks a clear alignment with antiracist principles. The implementation of these initiatives contributes to increasing compositional diversity.
Compositional diversity, retention, and graduation rates: Since 2012, the BIPOC student body has increased 7 percentage points from 20% to a high of 27.3% in 2020. International students have increased by 3 percentage points to a high of 8.1% in 2019 just before the pandemic. (5.1% in 2012 to 6.9% in 2021) At the outset of the AIP (2019) BIPOC was 24.6% and International 8.4%)
Creating a critical mass of students of color contributes to an increased sense of belonging, and higher retention and graduation rates,
Ongoing with the incorporation of measures to assess quality and improvement
Increase in number of BIPOC Staff
Increased access and retention of historically and presently marginalized populations at CC.
• Compositional Diversity, recruitment, and retention of BIPOC Staff.
• Composition has increased almost 6 percentage points from 2012 (20.1% to 26.1%) while International staff increased by 1% in the same time frame (.2% to 1 by .4%).
Increasing faculty/staff diversity is a critical step in creating a diverse and inclusive environment. A higher representation of faculty of color would help students of color feel seen, understood, and confident to continue in higher education. (Forbes, 2021)
Ongoing.
Review of job announcements, implementation of DEIrelated interview questions, and access to diverse applicant pools and faculty search programs.
Increased compositional diversity and creating institutional capacity on supporting an Antiracism approach.
• Since 2018 the Board of Trustees has increased BIPOC representation by 15 percentage points (from 18% to 33%).
• Progress has also been made as far as hiring processes and technologies are concerned.
Although we have evidence indicating an increase of BIPOC staff there has been no intentional effort to record the significance of these interventions on the increase nor data on retention efforts. It is critical to have access to regular disaggregated data on all HR phases of the employee experience.
The anecdotal impact of compositional diversity has illuminated other areas of opportunity to increase hiring and retention efforts. Student’s perception indicates a need to make compositional changes more visible faculty side, there is a sense of accomplishment of practical program infrastructure regarding the application and infusion of ADEI tools; however, fidelity requires a holistic recruitment plan for all stakeholder groups that address ongoing attraction and the college's goal of being an employer of choice.
ADEI Development Program for Faculty Searches
• To decrease bias during the faculty search process
• To give search committees the tools and strategies that promote antiracism, diversity, equity, and inclusion throughout the search process.
• To increase the likelihood of hiring
• Percent of faculty from minoritized and marginalized backgrounds hired.
• Program survey for participant satisfaction.
• Biannual program report
Office of the Dean of the Faculty mandates that all tenure-track and fulltime visiting faculty searches engage in the program.
Ongoing. The program started in AY 20-21.
Mentoring Alliance Program (MAP)
excellent candidates who diversify the faculty and the curriculum
• To strengthen retention and antiracism efforts.
• To support tenured faculty in developing their capacity for robust, intentional, and interdisciplinary mentoring
• To support a college-wide cultural shift regarding early career faculty development honoring and recognizes the skills and talents of early career faculty.
The Riley Scholars in Residence Program
• To recruit and retain faculty with marginalized social identities in the professoriate, especially at liberal arts colleges and universities in the U.S.
• To situate CC as a premier site for faculty development, especially concerning undergraduate teaching excellence and quality scholarship.
• Percent of faculty from minoritized and marginalized who are retained from year to year.
• Program survey for participation satisfaction.
• Annual program report.
The Office of the Dean of the Faculty requires new faculty (tenuretrack and full-time visitors) to participate in MAP from their first year until they are tenured.
Ongoing. The program started in AY 21-22. It expanded to include full-time visitor faculty.
• The number of Riley scholars who are hired into fulltime positions
• Program survey for participation satisfaction.
• Annual program report.
• Expanding the applicant pool for tenure-track and full-time searches.
• Providing participating departments and programs with opportunities to enhance mentoring skills, diversify their faculty, enhance course offerings, and improve the departmental or programmatic climate.
Ongoing
LACRELA Staff Racial Climate Survey
Assess the racial climate for staff at CC
NACCC Racial Climate Survey
Establish a baseline of the racial climate for staff at CC
Spring 2022 Assessment completed. Analysis slated for Spring 2023
What’s Next
• Link: Current ADEI Goals 22-23 .xlsx
ADEI Web Page:
• Link: Antiracism, Diversity, Equity, & Inclusion - Colorado College
Other Administrative Changes
• Moved Bridge Scholars Program to the purview of the Office of the Dean of Faculty and ADEI leadership team including the ADEI Programs Coordinator.
• Hiring of AVP for Staff Equity & Inclusion, Dr. Eric Lee, August 2021
o Departure January 2022
• All three ADEI leader roles were reviewed and rewritten for parity and alignment.
Recommendations
• Gap: Prioritization of ADEI
o Recommendation: The cabinet can assist with the mobilization of ADEI by consistently messaging the expectation to prioritize in various venues (e.g., ADEI divisional plan conversations, 1:1s, ongoing agenda items during team meetings, a topic of discussion during performance reviews, etc.
▪ Some of this stems from a lack of understanding that antiracism requires that we change how we do things. Most are accustomed to adding to or supplementing current work rather than embedding new policies, practices, and ideas that remove barriers to access.
• Gap: Plan Revisions
o
Recommendation: ADEI planning must remain dynamic to adapt to current climate needs. Therefore, the ADEI leadership team proposes a revision that better details where CC is now after the initial implementation phase to include such things as mental wellness, and the adoption of an Antiracism policy to clarify parameters related to freedom of expression
• Gap: Data Sharing, Analysis Planning & Number Crunching.
o Recommendation: Hire a data analyst to track and report data analysis related to the institution’s antiracism commitment This position would be part of the ADEI leadership team and provide data collection and interpretation to better equip the ADEI leadership team with sufficient evidence, real-time data, and palatable information to better communicate reliable progress and areas requiring additional improvement confidently.
o Recommendation: Within an Antiracism procedural directive detail the responsibilities of divisional support to provide timely disaggregated data to the ADEI leadership team
for review. Granting this access enhances accountability for systemic improvement purposes only.
o To ensure transparency and accountability to our compositional diversity goal high-level dissemination of data to the CC community will occur periodically; however, the ADEI leadership team will uphold the privacy and confidentiality of all CC staff, students, and faculty constituent groups
• Gap: Resource Infrastructure
o Recommendation: The actions in the Antiracism Implementation Plan and this report require fiscal and human resources to create positions, and/or pay to meaningfully engage constituent groups across campus in antiracist work with the appropriate supervision and guidance necessary to improve the quality and sustainability of all implementation efforts.
▪ Six Budget Norms Colleges Should Revise to Support DEI
Conclusion:
Colorado College has made many strides over the past year as evidenced by the comprehensive list of achievements included in this summary and CC must continue to infuse ADEI principles, pedagogy, and spirit into its institutional framework. Research encourages persistent, collective, and iterative approaches to inspire profound growth and continued commitment to becoming an antiracist campus in pursuit of living out loud our mission, vision, and values.