Introduction - Petroleum Engineering Department



DI&A Implementation Plan - 2019IntroductionDiversity, Inclusion and Access has always been a priority for the Petroleum Engineering Department. We are fortunate to have approximately 55% of our undergraduate and approximately 82% of our graduate populations identify in the underrepresented or international categories lending the department to be cognizant of these populations and cultural needs specific to them. In addition to this, 40% of our faculty are from underrepresented groups. Our female student population has been consistently around 20%, which is better than the petroleum industry demographics, but below the level we would like therefore this has been identified as an area of focus in recruiting. As for the faculty gender demographics, we have 40% female faculty, which is well above the campus average. Our mission is to provide the necessary skills at the undergraduate, graduate, and continuing education levels to serve the world in developing conventional and unconventional hydrocarbon resources, water resources, and geothermal energy, while promoting cutting-edge research to improve resource recovery, advancing technologies to combat environmental problems, such as carbon sequestration and other earth disposal processes, and to foster the socially responsible development of Earth’s resourcesOur processPetroleum Engineering is fortunate to have had a staff member and full-time faculty member on the DI&A board for drafting the university strategic plan. Given that, those two members, along with the department’s student board comprised of both undergraduate and graduate students, drafted the implementation plan for 2019. The implementation team was comprised of 11% staff, 11% faculty, 45% UG and 33% Graduate.The department will be focusing mainly on a self-assessment in order to understand where the department is in respect to DI&A goals. In addition, the department will implement some important features to all faculty and staff in the form of implicit bias training and ally training. The department was already looking at balancing workload and will continue with that effort, and make it a higher priority for the department. Our planStrategic Plan AlignmentAction/ProgramShort term outcomes (1-2 years)Long term outcomes (by Mines@150- 5 years)ResponsibleMetrics & baseline dataCulture #1Conduct a self-assessment of our unit’s culture & needs with regard to DI&AHelps us identify what best practices we are already doing, and prioritize areas for improvement. We will do both the online survey & focus groups. Compare to the Mines contracted survey (starting in 2020) and evaluate improvements to climate for all implementation plan programs. Linda BattaloraData reported in the surveyCulture #2Encourage faculty/staff to take Skillsoft implicit bias training Faculty/staff learn about implicit bias, how it can impact our students and colleagues and how we manage it. Learn how we can adopt more sophisticated implicit bias training to minimize implicit bias.Kayla Boster% of faculty/staff with trainingShared Resp #1Encourage faculty/staff to participate in Advocates, Allies and Survivor Response training. Have at least one trained advocate in the unitAll faculty/staff become comfortable with topics of DI&A and the challenges facing our students/colleaguesAll faculty/staff become active allies & advocates to support DI&A across campus and in our unit. Kayla Boster% employees with training/ participatingCulture #3Have all instructors and TAs complete inclusive classroom checklistUnit has a better sense of what best practices we are employing in class. Instructors and TAs are introduced to inclusive classroom best practicesMore instructors are implementing inclusive classroom best practices. Bill Eustes% instructors completing checklist, % of best practices used in classData #1Evaluate faculty service loadIdentify any inequities in service loads. Have a fair and equitable allocation of service. Jennifer Miskimins Service hours, # of services per facultyCulture #4DI&A Fact SheetPosting for classrooms on best practices and factsExtensive knowledge of DI&A across the board (students, faculty and staff)Kayla BosterData reported in the surveyData #2Evaluating Employee SalariesIdentify any inequities in salaries in given classification of employeesHave a fair and equitable salary distribution across employee classificationsJennifer MiskiminsData reported Shared Resp #2Pilot DI&A in performance plansOur employees learn more about DI&A and become more comfortable fostering dialogueOur employees are active advocates and allies for DI&A at MinesJennifer Miskimins# and type of goals in performance plans ................
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