Eskenazi School Diversity, Equity, and Inclusion Plan

Eskenazi School Diversity, Equity, and Inclusion Plan

During 2019, the community of the Eskenazi School of Art, Architecture + Design created its inaugural strategic plan, following the formation of the School in 2016. Looking forward from now until 2025, that plan is assisting us with building, planning, and implementing a sustainable and vibrant future of our faculty, staff, and students – one that honors the long legacy of art, design, and merchandising on the Indiana University Bloomington campus.

During the academic year of 2019–2020, a voluntary DEI taskforce was formed to create a DEI statement, values, and plan, including implementation steps. It is important to note that during the spring and summer of 2020, the coronavirus pandemic occurred and completely upended our planning process, as well as our overall discussions regarding DEI. The pandemic brought to light many inequities across our community, society, and nation, and we felt it important to allow further time for reflections, discussions, and the formation of the plan. This historic challenge has changed and influenced our conversations and this resulting document.

Eskenazi School DEI Statement and Values

Within this context, the DEI Taskforce developed the following foundation for our plan:

DEI Statement

Diversity fuels creativity, drives innovation, and inspires expression. The Eskenazi School actively upholds diversity, equity, and inclusion as critical principles of our research, teaching, and service. We validate the voice and potential of every member of our community, strive to create a culture where difference is valued, and celebrate multiple perspectives within and beyond the School. We believe that social and cultural consciousness can inspire meaningful dialogue and empower all to become influential and fulfilled citizens of the world.

DEI Values

We value:

  • Inclusive excellence
  • Cross-cultural understanding
  • A broad definition of diversity
  • Regard for marginalized voices
  • Equality and equity for all people

In addition, six goals were established to be accomplished by 2025. This will set the DEI foundation for the Eskenazi School going forward into the future:

  • Foster an inclusive and equitable student/faculty/staff experience
  • Require equitable and inclusive recruitment of diverse faculty, staff, and students
  • Champion teaching/curriculum that cultivates inclusive and equitable excellence
  • Support research/creative activity that enriches our DEI culture
  • Communicate and promote the Eskenazi School’s DEI culture
  • Establish a DEI Committee to spark and sustain DEI culture/initiatives

For all our goals, we will use a variation on the design thinking process for implementation of action steps that will include:

  • researching and identifying current standards and current needs;
  • developing and implementing the process to address the identified needs;
  • revisiting and refining the process as needed;
  • establishing standards per action item to be flexible enough to repeat and continually serve the needs of the Eskenazi School;
  • evaluating and monitoring the implementation plan to test independence of operation for evolving standards, annual assessment, and continual improvement.

Within each step we will develop metrics, and list responsible parties and potential collaborators. 

Please see the accompanying implementation/accountability for each goal at the bottom of the page for more details.

Foster an inclusive and equitable student/faculty/staff experience

In order to nurture and demonstrate our values of inclusive excellence, the Eskenazi School must consistently deliver students, faculty, and staff experiences of cross-cultural understanding with regard for marginalized and minoritized voices. An inclusive climate requires DEI programming, activities, and communication that emphasize diversity, equity, and inclusion as core values. An ongoing demonstration of these values will enhance recruitment and retention, and create a welcoming community that values difference.

Fostering an inclusive and equitable experience includes ongoing assessment of curriculum, facilities, programming, and climate.

Require equitable and inclusive recruitment of diverse faculty, staff, and students

This goal focuses on creating a transparent structure for active recruitment that will ensure a more diverse body of students, staff, and faculty. We seek to understand and address the barriers minoritized and marginalized groups face during the admissions and hiring process. We also commit to a cultural shift in the Eskenazi School that will support a diverse group of people who join our community. We must first acknowledge that we are all responsible for these efforts.

Because the needs of each group are so different from one another, we have split them into four categories:

  • undergraduate students
  • graduate students
  • staff
  • faculty

In the recruitment of faculty, staff, and students, we must address unconscious bias. Our goal should be an inclusive and equitable culture where employees and students are comfortable to be themselves and feel their voices matter. This includes ensuring transparency in hiring practices and forms of recruitment, as well as collecting feedback from constituents on hiring and recruiting practices. 

This is one of the most important goals for our community, as we cannot foster a diverse/inclusive place without a diverse population. Up to this point, we have not solicited a diverse pool of applicants or created an equitable and inclusive culture that can retain diverse individuals or collectives. By increasing and retaining our diverse population in all four categories, we’ll have more opportunities to engage and grow in the remaining goals.

Each group requires different considerations with regard to how the recruitment process occurs. For students, there are staff members whose responsibilities specifically include and/or focus on the recruitment of those populations. For staff and faculty, there is some overlap, but there are many areas of difference that justify separate strategies.

Champion teaching/curriculum that cultivates inclusive and equitable excellence

Involve faculty and students in developing and implementing strategies that intentionally construct forums for:

  • valuing differences;
  • celebrating multiple perspectives;
  • building inclusive teaching and cross-cultural competencies across the Eskenazi School’s curriculum and academic programs;
  • addressing inequities in teaching/curriculum.

This goal is important in giving our students a broad, multi-faceted experience that expands on the foundation of the liberal arts education. Incorporating a variety of social and cultural viewpoints makes for a dynamic learning environment in which students are challenged to question assumptions and move beyond their own perspectives. We must address exclusionary histories of museums and gallery spaces within our course content at all levels. Students can then gain a more complete understanding of our complex history as well as the contemporary world, and will be more cross-culturally equipped upon entering professional life as artists, designers, and merchandisers responding to the ever-evolving global landscape.

Support research/creative activity that enriches our DEI culture

By addressing DEI issues through creative activity and research, the Eskenazi School can foster innovative approaches to understanding complex social issues, encourage cross-disciplinary interaction, and create inclusive frameworks for new voices to shape human knowledge and understanding.

Communicate and promote the Eskenazi School’s DEI culture

Simultaneous to developing a strong DEI climate within the Eskenazi School, we must also consider our strategies for communicating, sharing, and promoting that culture beyond the school itself, so that our DEI values face outward. This will enable us to:

  • develop a higher quality and quantity of partnerships;
  • learn more from aspirational collaborators;
  • share our growing expertise with others;
  • become a DEI leader in the disciplines of art, architecture, design, and merchandising.

Establish a DEI Committee to spark and sustain DEI culture/initiatives

This standing committee will be a central “connector” for all DEI initiatives, discussions, and activity in the Eskenazi School. It will serve as a catalyst for moving ideas forward that align to improve and achieve the goals outlined in our strategic plan and in the diversity, equity, and inclusion plan. 

A key member of this committee will be a full-time staff DEI Coordinator. This position has been approved by the Provost’s Office and will be a joint Coordinator for the Eskenazi School and the Jacobs School of Music. The position will be managed and funded by OVPDI and Eskenazi and Jacobs will work in coordination with this individual.

Members of this committee shall include (one to two-year appointments for the faculty and students; Dean appointed with input from DEI Co-Chairs; goal to create diverse school representation):

Five staff members:

  • Diversity, Equity, and Inclusion Coordinator, (co-chair with elected faculty member)
  • Admissions and Recruitment Coordinator
  • Graduate Recruitment Coordinator
  • Human Resources Manager
  • Support staff member

Five faculty members: (one to be elected as co-chair, chair until Coordinator is hired)

  • Executive Director of Academics
  • Two appointed tenure-line faculty member
  • Two appointed non-tenure line faculty member (including academic specialists)

Two student members: (invited when student items are discussed)

  • One nominated graduate student
  • One nominated undergraduate student
  • These students will act as liaisons to the 15-person Student Advisory Board which has a representative from each area.

Consider alumni participation as possible – confer with the Dean’s Advisory Board.

Through faculty/student participants, strive for equal representation from governance doc. groups:

  • Group A: Painting, Sculpture, Photography, Digital Art, Printmaking
  • Group B: Ceramics, Metalsmithing and Jewelry Design, Fibers, Creative Core
  • Group C: Interior Design, Comprehensive Design, Fashion Design, Graphic Design
  • Group D: Merchandising
  • Group E: Architecture
  • Possible addition of ex-officio advisor representative (with approval from the College).

Implementation Plans

Actions

Responsible Party

Possible Partners

Timeline

Metrics

Survey stakeholders regarding DEI climate

DEI Committee

DEI Coordinator

Asst. Dean of D&I

OVPDI

Walter Cener

Spring 2021

Number of respondents

Develop best practices for listening, promoting, and encouraging

DEI Committee

DEI Coordinator

Asst. Dean of D&I

OVPDI

Advisors

Spring 2021

Quantity and quality of practices to implement

Create designated/official ally role(s)

DEI Committee

Dean’s Office

Asst. Dean of D&I

DEI Coordinator

Academic year

2022–23

Creation and implementation of role

Develop exit surveys for those that leave

HR Manager

DEI Coordinator

Asst. Dean of D&I

OVPDI, IUHR

Walter Center

Academic year

2022–23

Consistency of implementation

Organize supportive collectives or partner with established ones

DEI Committee

DEI Coordinator

Area Coordinators

Asst. Dean of D&I

FAB and Advisors

OVPDI

Alumni

Academic year

2022–23

Participation rates

Empower people to take charge of collectives

Collective leaders

Asst. Dean of D&I

DEI Coordinator

Academic year

2022–23

Participation rates

Consider funding for supporting collectives

Dean’s Office

Development

Academic year

2022–23

Funding

 

Faculty and staff professional development support

Dean’s Office

Development

Academic year

2022–23

Funding

Co-curricular programming

DEI Committee

EDA/DUS

Area Coordinators

CRE, A&H, others
DEI Coordinator

 

Academic year

2022–23

Quality and quantity of experiences

Community engagement, service learning, and cross-collaborations

DEI Committee

ServeDesign

CRE, ServeDesign

CRE, A&H, other units

Academic year

2022–23

Quality and quantity of experiences

Retention Initiatives

DEI Committee

Dean’s Office

Asst. Dean of D&I

OVPDI

DEI Coordinator

Ongoing

Consistency of implementation

Emphasize personal accountability and a clear and transparent reporting system.

DEI Committee

Dean’s Office

Asst. Dean of D&I

OVPDI

DEI Coordinator

 

Ongoing

Consistency of implementation

Ensure a culture of respect for all ranks/positions, including advancing open dialogue and inquiry.

DEI Committee

Dean’s Office

Asst. Dean of D&I

OVPDI

DEI Coordinator

 

Ongoing

Consistency of implementation

Improve the experience of any individuals who are differently abled.

DEI Committee

Dean’s Office

Asst. Dean of D&I

OVPDI

DEI Coordinator

 

Ongoing

Consistency of implementation

Faculty Recruitment

Actions

Responsible Party

Possible Partners

Timeline

Metrics

Research with VPFAA faculty recruitment possibilities/practices

DEI Committee

DEI Coordinator

HR Manager

VPFAA

Asst. Dean for D&I

Spring 2021

Quantity and quality of practices to implement

Expand job posting practices for improved outreach, including examining posted criteria

HR Manager

Search Committees

 

Asst. Dean for D&I

VPFAA

IUHR

DEI Coordinator

 

Ongoing

Number of postings and response rates

Engage current faculty to contemplate specific diversity hires

Area Coordinators

Dean’s Office

DEI Coordinator

OVPDI

Ongoing

Generate list

Generate a prioritized list of diversity hires

Area Coordinators

Dean’s Office

OVPDI

Ongoing

Number of diversity hires

Work with College D&I to develop best practices

DEI Committee

DEI Coordinator

 

Asst. Dean for D&I

Spring 2021

Quantity and quality of practices to implement

Watch for implicit bias while hiring, prioritize diversity

HR Manager

Search Committees

Dean’s Office

Asst. Dean for D&I

OVPDI

DEI Coordinator

Ongoing

Review of each search

 

Staff Recruitment

Actions

Responsible Party

Possible Partners

Timeline

Metrics

Research with HR staff recruitment possibilities/practices

DEI Committee

HR Manager

DEI Coordinator

Asst. Dean for D&I

IUHR

Spring 2021

Quantity and quality of practices to implement

Expand job posting practices for improved outreach, including examining posted criteria

HR Manager

Search Committees

 

Asst. Dean for D&I

IUHR

DEI Coordinator

 

Ongoing

Number of postings and response rates

Work with College D&I to develop best practices

DEI Committee

DEI Coordinator

 

Asst. Dean for D&I

Spring 2021

Quantity and quality of practices to implement

Watch for implicit bias while hiring, prioritize diversity

HR Manager

Search Committees

Dean’s Office

Asst. Dean for D&I

IUHR

DEI Coordinator

Ongoing

Review of each search

 

Undergraduate Recruitment

Actions

Responsible Party

Possible Partners

Timeline

Metrics

Increase the applications of students who identify as Black/African American, Hispanic/Latino/LatinX, Native American, Hawaiian/Pacific Islander, or multiracial

Recruitment and Admissions Coordinator

Area Coordinators

IU Admissions

Groups Scholars

21st Century Scholars

DEI Coordinator

 

Plan in 20-21

Implement in 21-22

Review and update each year until 2025

 

Create strategic plan that is shared w/ committee

Review final applicant numbers Sept ’22-Sept ‘25

Grow scholarship funding that can be utilized to yield/support diverse students

Director of Development

Dean’s Office

College Development

IU Foundation

Office of Scholarships

Hudson and Holland Scholars Program

1 by 2022

2 by 2023

3 by 2024

4 by 2025

 

Increase incoming student scholarships from 4 to 8 by 2025

 

Implement techniques and programming for recruiting minoritized students

 

Recruitment and Admissions Coordinator

DEI Coordinator

Asst. Dean for D&I

IU Admissions

Plan in 20-21

Implement in 21-22

Review and update each year until 2025

Create and share recruitment programming by 2023

Review numbers in 2025

Coordinate with area faculty on how to increase/engage diverse students

Recruitment and Admissions Coordinator

Area Coordinators

DEI Coordinator

 

Ongoing

Track activity

Establish Hudson and Holland partnership

Recruitment and Admissions Coordinator

OVPDI

Academic year

2022–23

Number of incoming students

Create more accessible marketing resources

 

Recruitment and Admissions Coordinator

 

Director of Communications and Marketing

 

Plan in 20-21

Implement in 21-22

Review and update each year until 2025

Reaction from prospective students

Establish relationship with Ivy Tech to increase transfer applicants

Recruitment and Admissions Coordinator

 

IU Admissions

Ivy Tech

 

Build partnership by 2023

 

Review transfer numbers every year until 2025

 

 

Graduate Recruitment

Actions

Responsible Party

Possible Partners

Timeline

Metrics

Increase the applications of students who identify as Black/African American, Hispanic/Latino/LatinX, Native American, Hawaiian/Pacific Islander, or multiracial

Area Coordinators

DGSs

Recruitment and Admissions Coordinator

Graduate School

DEI Coordinator

 

Ongoing

URM application and yield numbers

Grow fellowship funding opportunities to yield/support diverse students

Director of Development

Dean’s Office

College Development

IU Foundation

Ongoing

Number of scholarships and the amount of funding

Utilize equitable and inclusive techniques and programming to reach more diverse students

DGSs

Grad Coordinators

DEI Committee

Asst. Dean for D&I

Graduate School

Ongoing

Quantity and quality of practices to implement

Coordinate with area faculty on how to increase/engage diverse students

DGSs

Grad Coordinators

Area Coordinators

DEI Coordinator

 

Ongoing

Track activity

 

Consider separate strategies for MFA/MS/M.Arch program needs

DGSs

Grad Coordinators

Area Coordinators

Ongoing

Track activity

 

Create more accessible marketing resources

 

DGSs

Grad Coordinators

Director of Communications and Marketing

 

Plan in 20-21

Implement in 21-22

Review and update each year until 2025

Reaction from prospective students

Actions

Responsible Party

Possible Partners

Timeline

Metrics

Partner with campus DEI programming

DEI Committee

Area Coordinators

DEI Coordinator

OVPUE

CITL

OVPIA

Ongoing

Track activity

Develop annual DEI teaching workshop/

Canvas training

DEI Committee

Area Coordinators

DUS

Asst. Dean for D&I

OVPUE, CITL

OVPDI

DEI Coordinator

Academic year
2022–23

Completion numbers for Canvas training

Develop DEI learning outcomes in core curriculum in degrees

DEI Committee

Area Coordinators

DUS/EDA

Asst. Dean of D&I

OVPDI

DEI Coordinator

Academic year
2022–23

Quantity and quality of activity and implementation

Develop DEI best practices for courses

DEI Committee

Area Coordinators

DUS/EDA

Asst. Dean of D&I

OVPDI

Advisors

DEI Coordinator

Academic year
2022–23

Quantity and quality of practices to implement

Develop a summer bridge curriculum for underrepresented students (hybrid A100 visual/art literacy) – see recruitment

DEI Committee

DUS/EDA

Recruitment and Admissions Coordinator

 

Visual Literacy Librarian

Area Coordinators

Grad students

OVPDI

Test run in Summer 2022 with a small group for one week

Entry quizzes

Exit assessments

Provide additional training opportunities through the College

DEI Committee

Dean’s Office

DEI Coordinator

Asst. Dean of D&I

Ongoing

Track participation

 

Research best practices for underrepresented programs/courses and determine area accountability

DEI Committee

DEI Coordinator

 

Asst. Dean of D&I

OVPDI

Advisors

Spring 2021

Quantity and quality of practices to implement

 

Research Herron’s summer program

DEI Committee

DEI Coordinator

OVPDI

Spring 2021

Report

 

Determine diverse populations for specified experiences

DEI Committee

DEI Coordinator

 

Asst. Dean of D&I

OVPDI

Spring 2021

Report

 

 

International outreach and partnerships (Nomadic Studio)

DUS/DGS/EDA

Area Coordinators

Global Gateways

 

Fall 2021

Quantity and quality of activity and implementation

Enhance study abroad opportunities

Area Coordinators and Area Faculty

DUS/DGS/EDA

 

Ongoing

Quantity and quality of activity and implementation

Enhance service learning and community engagement

Serve Design

Area Faculty

 

DUS/DGS/EDA

Ongoing

Quantity and quality of activity and implementation

 

Gather DEI resources to be freely shared throughout our buildings

DEI Committee

DEI Coordinator

 

Asst. Dean of D&I

OVPDI

Ongoing

Availability of resources

Actions

Responsible Party

Possible Partners

Timeline

Metrics

Establish fund for DEI research support

Director of Development

Dean’s Office

College Development

OVPDI

Serve Design/CRE

FY2022

Amount of funding raised

Seek visibility for DEI research/creative activity

DEI Committee

Director of Marketing and Communications

IU Studios

IU News

OVPDI

Ongoing

Number of mentions/postings

Foster critical dialogue about DEI research/creative activity

DEI Committee

DEI Coordinator

 

Area Faculty/Coordinators

Associate Dean

OVPDI

Ongoing

Quantity and quality of participation

Establish research partnerships

DEI Committee

Area faculty

Associate Dean

Ongoing

Quantity and quality of partnerships

Foster collaborations with institutions where minorities make up the majority, including international

DEI Committee

Area faculty

Associate Dean

CRRES
Other centers

OVPDI

Global Gateways

IU-MSI STEM Initiative

Ongoing

Quantity and quality of partnerships

Actions

Responsible Party

Possible Partners

Timeline

Metrics

Create DEI pages on the SoAAD website

DEI Committee (content)

Director of Marketing

IU Studios

Spring 2021

Completed task and number of views

Develop a social media focus for DEI

DEI Committee (content)

Director of Marketing

IU Studios

Spring 2021

Number of posts and level of engagement

Create a DEI focus section in the annual report

DEI Committee (content)

Director of Development

DEI Coordinator

 

Summer 2020

Completed task

Create DEI specific goals in School’s communications plan

Director of Marketing

IU Studios

Spring 2021

Level of engagement

Partner with IU News

Director of Marketing

IU News

Spring 2021

Level of engagement

Actions

Responsible Party

Possible Partners

Timeline

Metrics

Establishment of the standing committee

DEI Taskforce

Dean’s Office

Asst. Dean for D&I

Fall 2020

 

Meet deadline and start the work

Oversee strategic and DEI plan actions

DEI Committee

Dean’s Office

 

Asst. Dean for D&I
OVPDI

DEI Coordinator

Ongoing per semester until 2025

Individual action assessment (see goals/actions below)

Coordinate DEI initiatives, build consensus, facilitate collaboration

DEI Committee

DEI Coordinator

 

 

Asst. Dean for D&I

OVPDI

Ongoing

Number of initiatives

Follow-up surveys on effectiveness of events

Participate in DEI programming in and out of the School

DEI Committee

DEI Coordinator

 

Asst. Dean for D&I

OVPDI

Ongoing

Track participation numbers

Represent School stakeholders and bring issues to DEI committee, leadership and FAB

DEI Committee

DEI Coordinator

 

Asst. Dean for D&I

Leadership

FAB

Curriculum Committee

Ongoing

Track activity

Collaborate with Jacobs DEI group

DEI Committee

DEI Coordinator

 

DEI Coordinator

Asst. Dean for D&I

OVPDI

Ongoing per semester until 2025

Track activity

Introduction

During 2019, the community of the Eskenazi School of Art, Architecture + Design created its inaugural strategic plan, following the formation of the School in 2016. Looking forward from now until 2025, that plan is assisting us with building, planning, and implementing a sustainable and vibrant future of our faculty, staff, and students – one that honors the long legacy of art, design, and merchandising on the Indiana University Bloomington campus.

The core goals at the heart of the 2025 strategic plan include:

  • Goal One: Foster Excellence in Research and Creative Activity
  • Goal Two: Make the Eskenazi School a Great Place to Work and Learn
  • Goal Three: Enrich our Student Learning and Preparation
  • Goal Four: Connect and Engage with the Community

A major sub goal under Goal Two is: Demonstrate our Commitment to Diversity, Equity, and Inclusion (DEI). The plan goes on to say (we have modified the statement to make it more actionable):

We desire and strive to be a diverse community. We will develop and articulate specific diversity, equity, and inclusion values and a mission statement that is germane to the Eskenazi School. Our values around DEI will be clear, visible, and accessible on the web and in print. The mission statement will focus on the importance of DEI within the fields of art, architecture, design, and merchandising. Furthermore, it will emphasize creative culture as a central apparatus within society for freely expressing diverse viewpoints and critically engaging with issues of equity and inclusion. This mission will be clearly tied to action plans and accountability metrics for diversity of programming, faculty, staff, and students, with a specific team charged with guiding and representing this commitment to DEI principles.

…Historically, many artists and designers have found their voice in large part through questioning or being excluded themselves by societal norms and prejudices. The Eskenazi School [strives to] share a unique history for critical engagement with racism, gender, LGBTQ+, economic disparities, equal rights, and other vital concerns, both urgently timely and inherently timeless. Our DEI mission statement will honor this tradition and pledge to instill social and cultural consciousness in our students’ creative education.

This goal clearly pointed us to the next step in the development of our School – the creation of our inaugural diversity, equity, and inclusion strategic plan which takes the broader ideas discussed in the overall planning process and brings them focus, intensity, and specificity within the context of DEI on campus and in national and global conversations within the disciplines of art, architecture, design, and merchandising.

During the academic year of 2019–2020, a voluntary DEI taskforce was formed to create a DEI statement, values, and plan, including implementation steps. It is important to note that during the spring and summer of 2020, the coronavirus pandemic occurred and completely upended our planning process, as well as our overall discussions regarding DEI. The pandemic brought to light many inequities across our community, society, and nation, and we felt it important to allow further time for reflections, discussions, and the formation of the plan. This historic challenge has changed and influenced our conversations and this resulting document.

Background and University Context

The Eskenazi School acknowledges the various contexts in which we exist and function – internally at Indiana University and within the larger context of higher education and society. Firstly, we acknowledge and recognize the Miami, Delaware, Potawatomi, and Shawnee peoples on whose ancestral home and lands Indiana University has been built.

While we are one of Indiana University’s newest schools, we trace our history back over 125 years, to 1895, when the Department of Freehand and Technical Drawing was created on the Indiana University Bloomington campus – making us one of the oldest art departments in the nation. A few years later, in 1913, the Department of Home Economics was established. Over the decades, these units and degree programs coalesced. Following the merger of the Department of Studio Art and the Department of Apparel Merchandising and Interior Design into the School of Art + Design in 2016, and with the addition of architecture in 2017, and a major gift from Sidney and Lois Eskenazi in 2019, we became the Eskenazi School of Art, Architecture + Design.

The Eskenazi School acknowledges that academia in the US exists within a space of white privilege and  we are not an exception. The predominately white nature of our School, the creative fields, and academia is detrimental to our community as a whole. The lack of diversity not only affects those that have been continually marginalized by way of exclusion and abuse, but it also compromises the humanity, research, and teaching of all our faculty, staff, and students. Due to the undying efforts of people who continue to fight for a better America, many are waking up to the difference between how we see ourselves and how others experience us. The unbridgeable inequities fostered by systemic racism, bias, harassment, and discrimination as either witness or victim persist in many forms in our educational system. Our privileged idea of higher education will only change if the culture and thought of black, indigenous, and people of color, and all people, are able to thrive freely. This is the context in which this plan is drafted.

It is critical to look more clearly at our nation’s history. While we cannot change this history, we can commit to seeing it through new perspectives, work to repair centuries of damage, and stand for a different future. The first step in our plan is to affirm that we are responsible and accountable for our actions. This is the departure point towards a more inclusive and dynamic future for our School. We also unflinchingly commit to creating diverse, equitable, and inclusive curricula, spaces, and policies that can reframe the context of education and community for our students, staff and faculty. We plan to get comfortable with the uncomfortable topics of racism and discrimination of all kinds. Members of our community need to feel that it is normal and expected to address misconduct of any sort as it pertains to racism, bias, harassment, and discrimination.

Diversity, Equity, and Inclusion in the College of Arts & Sciences

The Eskenazi School is one of the three “internal schools” within the College of Arts and Sciences. Along with The Media School and the Hamilton Lugar School of Global and International Studies, we share a unique structure that offers opportunities for cost effective shared services, as well as easier collaboration across disciplines. Additionally, the Eskenazi School partners heavily with units across campus, such as the Eskenazi Museum of Art, the IU Cinema, the IU Libraries (we have a dedicated visual arts librarian), Arts & Humanities Council, and other schools such as the Kelley School of Business and the Luddy School of Informatics, Computing, and Engineering.

The College values diversity, equity, and inclusion as core strengths and essential elements in the success of its educational mission. On their website the College states that:

We are committed to:

  • Ensuring equity and access across the broad range of our research, teaching, and co-curricular activities;
  • Maintaining a culture in which all students, faculty, and staff feel welcome, regardless of race, ethnicity, sex, gender identity and expression, sexual orientation, religion, ability status, socioeconomic status, immigration status, and other forms of difference, and;
  • Valuing myriad and differing intellectual contributions, political and ideological views, and lived experiences for their capacity to enrich the learning process and contribute to the College’s and the university’s success.

We believe that tangible educational, organizational, and personal benefits result from applying a critical lens to ourselves and our environment, individually and collectively examining our biases, assumptions, and worldviews, and challenging and mitigating structural inequities. Our commitment to diversity, equity, and inclusion is grounded in our aspiration to cultivate intellectual rigor and curiosity among our students and to prepare them to thrive in and contribute to a globally diverse, complex, and interconnected world.

Shared Definitions

Please see Appendix 1 for the Bloomington Faculty Council’s shared definition of diversity. In addition, we put forward these shared definitions from the National Equity Project:

Diversity: The wide range of national, ethnic, racial and other backgrounds….as social groupings, co-existing. The term is often used to include aspects of race, ethnicity, gender, sexual orientation, class and much more. The term simply describes the presence of individuals from various backgrounds and/or with various identities.

Equity: The proactive reinforcement of policies, practices, attitudes and actions that produce equitable power, access, opportunities, treatment, and impacts…for all. Equity means every individual receives what they need to develop to their full potential.

Inclusion: Authentically brings the perspectives and contributions of all people to the table, equitably distributes power, and incorporates their needs, assets, and perspectives into the design and implementation of processes, policies, activities, and decision-making.

Racial justice: Racial justice is acknowledging the historical and current socio-political conditions that have situated populations of color in a marginal status and attending to them through targeted strategies.

In addition, from the work of Professor Kimberlé Crenshaw, is the important concept of Intersectionality. She defines this as “basically a lens, a prism, for seeing the way in which various forms of inequality often operate together and exacerbate each other. We tend to talk about race inequality as separate from inequality based on gender, class, sexuality or immigrant status. What’s often missing is how some people are subject to all of these, and the experience is not just the sum of its parts.”

Conclusion

The Eskenazi School’s diversity, equity, and inclusion planning process brought together a representative group of faculty and staff to create a common and shared vision. We thank everyone for participating in a process that was collegial, collaborative, and informative. Our vision calls for an intentional and visible guiding committee to lead our DEI efforts, enrichment of our place of working and learning, recognition for and investment in DEI teaching and research/creative activity, and fostering and promoting a climate of equity and inclusion.

To achieve these goals, we commit to the concept of shared governance between our DEI Committee who will work with the elected Faculty Advisory Board and the Promotion and Tenure Committee, along with our School’s leadership team and area coordinators. The vision put forward in this document will take the creative problem solving and entrepreneurial spirit of not just the administrative team, but also the empowerment of the entire School community. We look forward to working together to successfully achieve our shared 2025 diversity, equity, and inclusion goals for the Sidney and Lois Eskenazi School of Art, Architecture + Design.