UNC SYSTEM OFFICE RACIAL EQUITY INITIATIVE UPDATE REPORT

UNCSYSTEMOFFICERACIALEQUITYINITIATIVE

UPDATEREPORT

July21,2021

UniversityofNorthCarolinaSystemChapelHill,NorthCarolina

ExecutiveSummary

TheUNCSystemseekstoensurethatitsinstitutionsfosterdiversityandinclusion.Itisnotonlytherightthingtodo;itisalsofundamentaltothesuccessofouruniversitiesandourstate.

Followinga reportof theRacialEquityTaskForce inDecember2020, theUNCSystembeganimplementingthereport’srecommendationsandadvancingadditionalinitiativestostrengthendiversityandinclusionacrosstheSystem.

TheUNCSystemiscommittedtocontinuousimprovementintheseareas.ThissummaryisanupdateontheprogressasofJuly2021.

Theactionitemscompletedare:

ü Hired a senior executive at theSystem Office with direct reportingto the President to overseeimplementation of new measuresand ongoing diversity and inclusioninitiatives.

ü Advocatedstronglyfortheinclusionof Historically Minority-ServingInstitutions in the North CarolinaTeaching Fellows. Fayetteville StateUniversity, North CarolinaAgricultural & Technical StateUniversity, and the University ofNorth Carolina at Pembroke weresubsequentlyaddedto theprogramby the NC Teaching FellowsCommission.

ü Created the Executive LeadershipInstitute(ELI), with the first cohortgraduating in 2021 and the secondcohortbeginning in2021.Of the24members of each cohort, half are

African American. The ELI aims todeveloptalentwithintheSystemanddiversify the ranks of UNC Systemleaders.

ü Adopted System-wide diversity andinclusion metrics in collaborationwith the Diversity & InclusionCouncil.

ü Issued student mental healthinitiative report and beganimplementing strategies withsupportfroma$5milliongrantfromtheGovernor’sEmergencyEducationReliefFund.

ü Contracted with ProtoCall for tele-mental health and crisis counselingservices for all students across theUNCSystem.

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ü Awardedbehavioralhealthgrantstoseveral campuses to strengthenexistingbehavioralhealthprograms.

ü Selected to participate in nationalSHEEO Transfer Policy StandardsProject to develop equity-focusedcommunity college transferstandards that contribute toequitableattainment.

ü ConvenedallBlackMaleinitiativestoestablish a UNC System model forBlack Male Achievement programsand activate programs at twoadditionalcampuses.

ü LaunchedMPAACT (Math Pathwaysfor African American Collegiate

Transformation)initiativetoimproveoutcomesofblackmale students inmathematicscourses.

ü Revised the System-wide Use ofForcepolicytobantheuseofchokeholds.

ü Developed training programs forcampuslawenforcementofficersonimplicit bias, crisis interventionteams,anduseofforce.

ü Ensured that all campus lawenforcement officers are equippedwith body-worn cameras while onduty.

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SectionI:BackgroundTheRacialEquityTaskForce(hereafter,referredtoasRETFortaskforce)wasestablishedinJune2020toexamineracialinequitiesinNorthCarolina’spublichighereducationsystem;explorehowthosedisparitiesimpacttheexperiencesofstudents,faculty,andcommunities;andarriveatanactionablepathforwardtobuildacultureofequityandinclusionacrosstheSystem.ItincludedrepresentativesfromtheBoardofGovernors,students,faculty,andstaffthroughouttheUNCSystem. The task force identified three critical focus areas to inform its work: studentrecruitment,enrollment,andoutcomes;employeerecruitment,retention,andpromotion;andsafe,diverse,andinclusivecampuses.Thetaskforce issuedits finalreport inDecember2020andpresented ittotheUNCBoardofGovernorsinJanuary2021.Thereportofferedsixrecommendationsandatotalof28proposedactionsteps.Therecommendationsaresummarizedbelow:

1. DiversityandEquityStaffingtoSupportInclusionandBelonging2. RepresentationandRetentionatAllLevelsoftheUniversity3. DataandAccountability4. Diversity,Equity,&InclusionEducation5. ProgramsandActivitiesinSupportofRacialEquityandInclusion6. CampusPolicing

InJanuary2021,theUNCSystemOfficehiredaSeniorAssociateVicePresident(SAVP)forEquity,Engagement,andEmployeeRelationstoprovideleadershipinresponsetothetaskforce’sreportandrecommendations. WhileorganizationallyalignedintheSystemOfficeHumanResourcesDivision, thisposition is amemberof thePresident’s leadership teamwithdirect access andreportingtothePresidentof theUNCSystem. PresidentHansstructuredtheposition in thismannerinrecognitionthattherecommendationscrossallfunctionalandprogrammaticareasoftheSystem.TheSAVPforEquity,Engagement,andEmployeeRelationsalongwithseveralSystemOfficeco-leadersfromStudentAffairs,SafetyandEmergencyOperations,UniversityAdvancement,andStrategy and Policy have formed a team to lead various working groups developingimplementationstrategiesfortherecommendations.

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SectionII:UNCSystemOfficeInitiativesAlignedwiththeRacialEquityTaskForceRecommendationsThefollowingsummarieshighlightinitiativesalreadyunderwayattheSystemOfficethatalignwithandsupporttherecommendationsoftheRacialEquityTaskForce.TheleadSystemOfficedivisionisnotedforeachinitiative.Recommendation1:DiversityandEquityStaffingtoSupportInclusionandBelongingExecutive Leadership. President Hans established a senior executive-level position that iscoordinatingdiversityand inclusioneffortsrelatedtothetaskforcerecommendations.DarrylBass,SAVPforEquity,Engagement,andEmployeeRelations,washiredinthispositionlastwinterandbeganworkattheSystemOfficeonJan.1,2021.(HumanResources)PerUniversitypolicyestablished in2019,each institutionhas identified individualswhohavebeen delegated the responsibility to serve as Equal Employment Opportunity (EEO) Officer,Diversity&Inclusion(D&I)Officer,andInclusionExecutive.(HumanResources)FacultyFellow.TheSystemOfficeisintheprocessofcreatingaFacultyFellowpositionthatwillfocusondiversityandinclusion.TheUNCFacultyFellowsprogramengagesexperiencedfacultywho are specifically interested in academic affairs issues. The program gives these facultymentored learning opportunities and recruits them to enhance the effectiveness of theUNCSystem,bothattheSystemOfficeandattheinstitutional level. FellowsareofferedauniqueopportunitytobecomefamiliarwithSystem-wide,state,andnationalchallengesinpublichighereducation.(AcademicAffairs)Recommendation2:RepresentationandRetentionatAllLevelsoftheUniversityTeaching Fellows. Numerous studieshaveestablisheda clear correlationbetweenadiverseteacherworkforceandpositiveoutcomesforstudentachievement–afindingthatunderscoresboththeimportanceandtheurgencyofincreasingthediversityoftheteacherpipelineinNorthCarolina.Atcurrentcapacity,theTeachingFellowsprogrammakesupafractionofthelargerteacherpipeline,butevenso,remainscommittedtothelargerstatewideeffortstosubstantivelyincreaseteacherdiversity.(StrategyandPolicy)

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In authorizing theexpansion to threeadditional educatorpreparationprograms, theGeneralAssemblyhasdirectedtheNCTeachingFellowsCommissiontomakea“diverseselection”andtheCommissioncommittedtoevaluatingapplyinginstitutionsonmultiplemeasuresrelatingtodiversity. President Hans strongly advocated for the Commission to include HBCU/HMSIinstitutionstotheprogram.InJune,theNorthCarolinaTeachingFellowsCommissionselectedFayettevilleStateUniversity,NorthCarolinaA&TStateUniversity,andUniversityofNorthCarolinaatPembroketoserveasadditional partner institutions for the North Carolina Teaching Fellows Program. The threeuniversities were selected based on the criteria outlined in state law, including educatoreffectiveness,impactonstudentlearning,passageratesforrequiredlicensureexamsandearly,frequentinternshipexperiencesforeducatorprepstudents,amongotherfactors.Inaddition,the North Carolina General Assembly directed the commission to focus specifically on aninstitution’sabilitytofosterandpromoteadiverseteachingworkforce.Themissionof theNCTeachingFellowsProgram is to recruit,prepare,andsupport studentsattendingNorthCarolina’stopeducationprogramsforpreparationashighlyeffectiveSTEMorspecialeducation teachers in thestate’spublic schools.Fellowswill receiveup to$4,125persemester in forgivable loans if they commit to teach in science, technology, engineering andmath,oraspecialeducationarea.Theprogramisspecificallydesignedtoattracthigh-qualityteacherstounderperformingschoolsbyofferinganaccelerated loanforgivenessscheduleforteachingfellowswhoagreetoteachinalow-performingschoolinNorthCarolina.TheNCTeachingFellowsProgramalsoincludestheUniversityofNorthCarolinaatChapelHill,UniversityofNorthCarolinaatCharlotte,NorthCarolinaStateUniversity,ElonUniversity,andMeredithCollege.Since2018,approximately300fellowshaveparticipatedintheprogram.Equity Fellows Pilot Program. The UNC System Office will create a Student Success EquityFellowsProgram tohelpunderrepresentedpopulations getoff to a solid start in collegeandpersisttograduation.ThisprogramcapitalizesontheexceptionalworkandtalentoftheCollegeAdvisingCorps(CAC)byrecruitingcorpsmembersthathavefinishedtheircommitmenttoCACtoserveasfirst-andsecond-yearstudentsuccesscoachesatUNCSysteminstitutions. Theserecentcollegegraduates,whowillhavetwoyearsofexperienceworkingwithaspiringcollegestudents,willmovefromcollegeaccessadvisingtocollegesuccessadvising.Fellowswillreceiveastipendandagraduateassistantship,withfulltuitionandfeeremission,inagraduatedegreeprogramataUNCSystemuniversity.Selected first-year studentswill receive hands-on support to identify specific goals,measureprogress,andaddressobstaclestoachievement. Fellowswillbothsupportstudentsandholdthemaccountableformakingprogresstowardtheirgoals.Tohelpwiththefirst-to-secondyeartransition, fellowswillcontinuetoworkwithstudents intheirsophomoreyear,helpingthemnarrow their focus and interests. In doing so, the fellowswill reduce achievement gaps and

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expand thecapacityofSystemcampuses to serveunderrepresentedstudents. (StrategyandPolicy)Executive Leadership Institute. The ELI has been established to develop a diverse group ofexecutiveswithintheSystemandbuildapipelineforsuccessionplanning.Theprogramincludesa specific focusonapplicants fromHistoricallyMinority-Serving Institutions,helpingensureadiversepoolofapplicantswillbeavailableforconsiderationforsenioradministrativepositions.Ofthe24membersofELI’sinauguralcohort,16werefemale,12wereAfricanAmerican,onewasNativeAmerican,andninecamefromHBCU/HMSIinstitutions.Similarly,amongthisyear’sincomingcohortof24participants,15arefemale,12areAfricanAmerican,threeareAsian,oneisHispanic,andeightcomefromHBCU/HMSIinstitutions.(HumanResources,HMSICommittee)World-class research and executive education faculty from across the UNC System havepartnered to deliver a challenging, engaging, and best-in-class leadership curriculum withmeasurableoutcomes.Theprogramisdeliveredinthreemodulesover10months,eachdesignedtodeepenexpertiseessentialforsuccessattheexecutivelevel.Compensation. Newlyproposedmodifications to currentUNCSystempolicieswouldpermitelimination of prior salary as a basis for reviewing and approving salary actions related topromotional opportunities, including internal and external competitive events and facultypromotions.Thiswillputinternalhiresonamorelevelplayingfieldwithexternalhiresasfarassalaryapprovalsandpromote increasedequityforsalarydecisionsbyfocusingonthemarketvalueof thenewposition and the candidates’ current qualifications, rather thanprior salaryhistory.(HumanResources)HumanCapital.TheHMSICommitteerecommendedcontinuingworkonsalaryequityinlightofthedisparitiespresentedontheSHRAScorecard.BasedontheresearchofHumanResourcesstaff,manyHMSIsdonotstruggletocompetewithotherlocalemployers.Whenunabletohirelocally, though, they struggle to offer wages competitive enough to attract candidates fromoutsidethearea.Furthermore,evenasthesalarybandssetattheSystemlevelincrease,HMSIsgenerallydonothavethediscretionaryfundingrequiredforactualsalariestokeeppacewiththebands.Revisionstotheenrollmentfundingformulamayassist inbridgingthisfundingdeficit.Regardless, the Committee recommends further development of strategies to increasediscretionaryfundinginordertoprogresstowardssalaryequity.(HMSICommittee)Recommendation3:DataandAccountabilityDiversityandInclusionMetrics.AsrequiredbyUNCPolicy300.8.5[R],theDiversityandInclusionCouncilrecommended,andPresidentHansapproved,fiveSystem-wideannualizeddiversityand

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inclusionmetrics.Themetrics,whichwillbetrackedandreportedannuallybytheSystemOffice,are:

1. Representation of Student Enrollment: Student enrollment compared to statepopulation

2. Faculty:Retentionandpersistenceratesamongdifferentfacultygroups3. Staff:Retentionandpersistenceratesamongdifferentstaffgroups4. UndergraduateStudents:1stand2ndyearretentionandpersistencerates5. Evaluate Student Success: 4-, 5-, and 6-year graduation rates by race/ethnicity,

gender,andincomecomparedtooverallsystemgraduationratesTheSystemOfficeDataandAnalyticsGrouphasdevelopedmethodologiestobegincapturingthisdata.TheSystemOfficewillcontinuetoworkwiththeD&ICouncilondatacollectionandreportingof themetrics. Someof thesemetricsarealreadypubliclyavailableontheSystemOfficedatadashboard(seeimmediatelybelow).(HumanResources,AcademicAffairs)SystemOfficeInteractiveDataDashboards.InJuly,theSystemOfficeupdateditswebsitetoincludenewinteractivedatadashboardsthatareaccessibletothepublic. Thesedashboardsprovidea varietyofdataon studentenrollment, transfer students, freshmenadmissionsandperformance, graduation and persistence rates, and degrees. Data sets on enrollment andgraduations and persistence rates can be filtered by race/ethnicity, gender, and Pell Grantrecipientstatus(whichisanindicatorofeconomicstatus).Thedashboardswillbeupdatedonanongoingbasis.(AcademicAffairs,Communications)DataandAccountability.Somedataarecollectedonaregularbasisaspartofeachinstitution’sEqualEmploymentOpportunity/AffirmativeActionplansandfederalIPEDSannualreporting.InadditiontotheDiversityandInclusionmetrics(seeabove),theSystemOfficehasbeguntocollectandreviewSystem-widerecruitmentandturnoverdatatoascertainwhereinstitutionsareasitrelatestosupportingRepresentationandRetentionatAllLevelsoftheUniversity.TheFinanceDivision Insight planning group has been engaged in planning for increased availability ofinformation on race and ethnicity among students and employees across the UNC System.(HumanResources,AcademicAffairs,Finance)Recommendation4:Diversity,Equity,&InclusionEducation

EqualEmploymentOpportunityandDiversityFundamentals(EEODF)Training.EqualEmploymentOpportunityandDiversityFundamentals(EEODF)isrequiredforallsupervisors.(PerHouseBill834,NCG.S.126-16.1,EEODFisrequiredforallstategovernmentanduniversityemployeeswhowerehired,promoted,orappointedtoapositionofsupervisorormanageron

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orafterJuly1,1991.)Thisinformationisprovidedforsituationalawareness.(HumanResources)

DiversityandInclusionTrainingSurveyResults.AsurveywasconductedinMay2021toallconstituentinstitutionsacrosstheSystem,whichfoundthatthemajorityareofferingvoluntarytrainingrelativetodiversityandinclusionfortheircurrentstaffandnewhires.Asimilarsurveywasconductedduringthepreviouslymentionedtimeframethatfocusedonstudentsandindicatedthatmostofthecampusesofferdiversityandinclusiontrainingtostudents.(HumanResources,StudentAffairs)Training Resources Library. The System Office is exploring development of a diversity andinclusiontraininglibraryinwhichinstitutionscanaccessopen-sourcetrainingprogramsforuseontheircampusestosupplementexistingprogramsandresources.ThisongoingprojectcanbebuiltoutincollaborationwiththeD&ICouncil.(HumanResources)Recommendation5:ProgramsandActivitiesinSupportofRacialEquityandInclusionStudentMentalHealth.Studentmentalillnessisoneofthemostcitedreasonsthatstudentsdropoutofcollege.TheSystemOfficehaslaunchedeffortstoaddressstudenthealthneeds,withthegoalofensuringstudentsuccess,eliminatingbarriersforstudentsseekingmentalhealthcareand increasing capacity of institutions to deliver services to a wide range of students. Theoutcomeoftheseeffortswillleadtoimproveddeliveryofmentalhealthservicesforallstudents,includingstudentsofcolor.(StrategyandPolicy,AcademicAffairs)HigherEducationEmergencyReliefFund(HEERF)IIIFunding.InMarch2021,PresidentHansdirectedcampusestoprioritizetheirfederalrecoveryfundsinfivekeyareas,includingstudentmentalhealthservices.Recognizingthatsymptomsofanxietyanddepressionhaveincreasedsignificantlyamongstudents,withevenmorenotableincreasesamongourstudentsofcolor,campuseswereencouragedtouseHEERFfundstosupportthementalhealthneedsoftheircampuscommunitiesandtoimprovethedeliveryofmentalhealthservicesforundergraduateandgraduatestudentsandemployeesofcolor,asrecommendedbytheRacialEquityTaskForce.$5millionGEERGrantTheSystemOfficesecureda$5milliongrantfromtheGovernor’sEmergencyEducationReliefFund(GEER)toincreasetraining,resources,andexpertisetobettersupportitsstudents,faculty,and staff. Examples of potential investments include the development of a shared pool ofpsychiatric providers across the UNC System, micro-grants to distribute to at-risk studentsubpopulationswhohavefinancialneedandareinneedofoff-campusmentalhealthcare,and

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implementationofaSystem-wideoff-campusreferralnetwork.TheUNCSystemwillalsoextendaccess toNorthCarolina’s community colleges and independent colleges anduniversities fortrainingforfacultyandstaff,givingthemtheskillstoidentifyandrespondtoat-riskstudents,aspracticable.StudentMentalHealthInitiativeInMay2021,theSystemOfficereleaseditsreport,“HealthyMinds,StrongUniversities:Chartinga Course to More Sustainable Student Mental Health Care.” In response to the Board ofGovernors’ directive to assess andmake recommendations on the status of studentmentalhealthservicesandresources,theSystemOfficeconvenedagroupofexpertsfromacrosstheSystemwhofocusedonthreekeyareas:MeasurementandOutcomes,PromisingPracticesandInnovation, and Finance. The final report includes recommendations in each key area. TheSystemOfficeisnowdevelopingimplementationstrategies.Tele-MentalHealthandCrisisCounselingLast fall, the System office contracted with ProtoCall to provide all students across our 17institutionsaccess to24/7professional tele-mentalhealthandcrisis counseling services. Thisservice is fundedbytheSystemOfficeatnocost tothecampusesorstudents. Inadditiontoserving as a direct resource for students, ProtoCall crisis counselors also serve as backup tocampusmentalhealthprofessionalswhohavebeenoverwhelmedby the increase in studentmentalhealthneedsduringthepandemic.NCGovernor'sHBCUInternshipProgram.ThepurposeofthisinitiativeistoconnectstudentsmatriculatingatNorthCarolina’sHistoricallyBlackCollegesandUniversities (HBCUs)with thestate’sFortune500companies.Thegoalisto increasethecapacityofNorthCarolina’sHBCUstoconnecttheirgraduatestotheprivatesectorthusretainingtalentinNorthCarolina.Throughthisprogram, HBCUswillgainmoreexposureandbusinesseswillhaveaccesstoatalentedanddiversepoolofpotentialemployees.For2021,46studentswereselectedtoparticipateintheprogramwithinternshipsatLenovo,WellsFargo,BlueCrossBlueShield,Coca-ColaConsolidated,andotherFortune500companiesacrossthestate.Thereareatotalof10corporatepartnersandeachofthe10HBCUsinthestatehavestudentinternsintheprogram.(AcademicAffairs)BlackMaleAchievementInitiative.TheSystemOfficeisconveningallBlackmaleachievementinitiatives at institutions in the UNC System quarterly for the purpose of sharingideas/information, leveraging resources and strategies, discussing current trends, andcollaboratingoneventsoractivities.(AcademicAffairs)The goal of this initiative is to establish a UNC System model for Black Male AchievementprogramsthatwillboostaccesstoinstitutionsintheUNCSystem,increasegradepointaverages,andimprovegraduationratesthroughtheimplementationofconcentratedacademicandsocialsupport tools. This initiative includes activating a Black Male Achievement Program at twoadditionalUNCSysteminstitutions.

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MathPathwaysforAfricanAmericanCollegiateTransformation.Thegoalofthisinitiativeistoimproveaccess,experiences,andoutcomesforAfricanAmericanmalestudents,utilizingMathPathwaysasananchorforthiswork.ASystem-widetaskforceandseveralsub-committeeswillinvestigate the ways in which the work of the Math Pathways recommendations caninform/supporttheachievementofblackmalestudentsingatewayandentry-levelmathematicscourses.(AcademicAffairs)TheMathPathways initiativewas launched in late2020throughcollaborationwithAcademicAffairs (Dr.MichelleSoler)andStudentAffairs (Dr.ToyaCorbett).MathPathways forAfricanAmericanCollegiateTransformation(MPAACT,pronounced“IMPACT”)buildsontheUNCSystemMathPathwaysTaskforceRecommendations,agreeduponbythe17UNCSysteminstitutions.MPAACT seeks to 1) leverage, coordinate, and expand existing efforts across institutions toidentifyandaddresstheuniquebarrierstosuccessforAfricanAmericanmeninrequiredmathcourses;2)minimizecourserepeatratesandimproveperceptionsoftherelevanceandutilityofmathematicsinachievingpersonalandprofessionalgoals;and3)examinesocietalinfluencesandimpactsonsuccessforAfricanAmericanmeninmathcourses.SHEEOTransferPolicyStandardsProject.Communitycollegeisthefirststepintohighereducationformanystudentsofcolor.NorthCarolinawillworkwiththeStateHigherEducationExecutiveOfficersAssociation(SHEEO)onaninitiativetopromotethedevelopmentandadoptionofstatewideandSystem-widetransferstandardsthatcontributetoequitableattainment.SHEEOandseveraltechnicalassistanceproviderspartnerwithstatestodevelopequity-focusedtransferreformsandtargetstrategiestocloseattainmentequitygaps. (StrategyandPolicy,AcademicAffairs) StudentSuccessInnovationLabCompletionGrants.TheStudentSuccessInnovationLabhelpsUNCSysteminstitutionsdevelopandtestnewstrategiesforpromotingstudentsuccess. Onesuch SSIL project funds several institutions (including UNC Pembroke, Fayetteville StateUniversity,andWinston-SalemStateUniversity)toprovidecompletiongrantstostudentswhoare close to graduation but have an unpaid university balance and have exhausted all othersourcesoffinancialaid.(StrategyandPolicy)N.C. Policy Collaboratory / HMSI COVID-19 Research and Initiatives. The HMSI Committeejoinedwith theN.C.PolicyCollaboratoryatUNC-ChapelHill toaward$6million inCOVID-19funding to the UNC System’s six Historically Minority-Serving Institutions. Each institutionparticipated in a variety of COVID-19 projects, including research of antibodies, communitytesting, and other related activities that support minority and rural populations. TheCollaboratory’s COVID-19 research projects provided new data and information to statelawmakersandpolicymakerstohelpguidethestate’sresponsetothepandemic.

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SupportingHBCU/HMSICapitalNeeds.2021BudgetPriorities. TheBoardofGovernorsandSystemOfficeputforwardanaggressivecapitalprioritiesrequesttothe2021GeneralAssemblytoaddressthesignificantbackloginrepairandrenovationsneedsacrossallinstitutions,includingourHBCU/HMSIcampuses.TheSystemOfficealso isworkingtodevelopplansto increaseHistoricallyUnderutilizedBusinesses(HUB)opportunitiesandparticipationonourcapitalprojects.(FinanceGovernmentAffairs)HMSIRepairandRenovationFunding.WorkingalongsidetheCommitteeonBudgetandFinance,theHMSIcommitteewassuccessfulinsecuringanewrepairandrenovationfundingmodelthatappropriatedincreasedallocationsandprovidesaminimumfundinglevel,identifiedasa“floor,”andreservefundsforR&RprojectsforHMSIs.ThenewfundingmodelshouldhelpaddressthelongstandingunderfundingoffacilitiesatHMSIs.TheBoardapprovedafundingformulathatprovidedthefollowingmodelparameters:

• $2millionfloor(min.peruniversity)• 2.50%floor(min.peruniversity)• 2.50%UNCSystemreserve

(HMSICommittee,Finance)AdvancementandPrivatePhilanthropy.TheHistoricallyMinority-ServingInstitutionsCommitteeintroducedanewdatamodernizationandsharedservicesproject.Thenewsystemprovidedinstitutionswithconstituentrelationshipmanagement(CRM)databasesthataremoreefficient,moreeffective,andbetteralignedwithindustrybestpractices.Fundedthrougha$700,000commitmentfromthePresident’sStrategicInitiativereserve,thenewdatamartprojectiscurrentlyunderdevelopmentandwillbeimplementedinthecomingyear.Whenthedatamartprojectiscomplete,itwillprovideenhanceddataanalytics,mapping,andpredictivemodelingtoolscurrentlyusedinfundraisingatlargerinstitutions.ThesefundraisingplanningenhancementswillenabletheHMSIs,UNCAsheville,UNCSchooloftheArts,andNCSchoolofScienceandMathematicstobettermanageandtracktheircampaigns,increasingfundraisingandenhancingalumnianddonorengagement.(Advancement) MarketingandBrandingHMSIinstitutions. Withlimitedstateandprivatefundingresources,theHMSIuniversitieshavehadtoreduceoreliminateopportunities tomarketprogramsandpromoteacademicandsuccessstories.In2021,the“AccesstoExcellence”marketingprojectwaslaunchedinpartnershipwithPBSNorthCarolina.Theprojectwillprovidetheuniversitiestheopportunitytotelltheirstories–distinctlyandcollectively–toastatewideaudience.PBSNCwillpremiereanhourlongprogramcentered

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onthesixuniversitiesinOctober2021.ThegoalsofmarketingtheHMSIinstitutionswillcontinuetofocusonthefollowing:1)employmentandROIonacollegeeducation;2)partnershipsandcollaborations with industry, researchers, and other institutions; 3) access and affordability,uncoveringthecostadvantagesofattendingaHMSI;and4) innovativeprogramsandculture.(HMSICommittee,Advancement)Recommendation6:CampusPolicingTheSystemOfficeDepartmentofSafetyandEmergencyOperationshasbeenactivelyengagedin developing training for campus law enforcement officers and taking additional steps toenhancecampussafety.SomeoftheseactionspredatetheRacialEquityTaskForce’sfinalreportandrecommendations.Theaction itemsbelowarecategorized toalignwith theTaskForce’sreport(SystemOfficeDepartmentofSafetyandEmergencyOperations).Data Collection. The UNC System campus police chiefs met with the Senior Associate VicePresidentforEquity,Engagement,andEmployeeRelationsandconcludedthatthegoalofbetterdatacollectionisalignedwithaccreditationefforts. Thechiefsareconfidentthatmostofthedataiscurrentlycollectedanddisclosedviamultiplereportsfiledatthestateandnationallevelsandarepubliclyposted;theremainingdatacanbecollectedwithanestablishedaccreditationmanager.Currently,eachcampushasanaccreditationmanageroradesignatedpersonservinginthisrole,whichisarequirementtoobtainaccreditationfromtheCommissiononAccreditationfor Law Enforcement Agencies (CALEA) or the International Association of Campus LawEnforcementAdministrators(IACLEA).RelevantdatawillbecollectedannuallybythecampusesandwillbereviewedindependentlybytheSeniorAssociateVicePresidentforEquity,Engagement,andEmployeeRelationstoreportorcapture any bias that can “potentially” underestimate the role of race in police-studentencounters.Thisprocesswillhelpaddresslongstandingdisparitiesinhowpeopleofcoloraretreatedbylawenforcement.Criminal Justice Diversion Programs. The discussion of criminalization of incidents involvingstudents generated a detailed and sensitive conversation between the UNC System Office,campusChiefsofPolice,StudentGovernmentAssociationleaders,andtheSGA-electedmemberof the UNC Board of Governors. The SAVP for Safety & Emergency Operations convenedindividualmeetingswitheachcampusPoliceChief,theASGpresident,andStudentGovernmentleaders of each campus. The Chiefs of Police said they adhere to utilizing student affairsresources,suchascounselingservicesandthestudentconductprocess,forcriminaloffensesthatare less egregious. The Chiefs also emphasized that more egregious criminal acts such asweapons possession on campus, sexual assaults, and distribution of drugs lead to unsafe

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environments,andthesecriminalactionsareidentifiedbythelocalDistrictAttorneysasseriousviolationsthatmeettheprosecutionguidelines.TheChiefsexpressedthat,dependingonthenatureandlevelofoffense,theirdepartmentwillworkwiththeDistrictAttorney’sofficesandstudent affairs to assist with available pre-trial diversion programs as an alternative toprosecution. This approach helps students receive education and tutorial services, victimawarenessclasses,andprogramssuchassubstanceuseeducationandcounseling.Ultimately,this approach allows students to graduate or go forward with their college careers withoutcriminalrecordsiftheycompletethenecessarypre-trialdiversionrequirements.PoliciesandProcedures.TheUNCSystemcurrentlyhasanestablishedConsensusPolicyWorkingGroup,includingsevencampusChiefsofPolice,SystemOfficeAssistantGeneralCounsel,andtheSeniorAssociateVPforSafetyandEmergencyOperations.UponrecommendationbytheUNCSystem Chiefs of Police, the System Office has made this working group permanent. TheConsensusPolicyWorkingGroupcurrentlyisdevelopingandadoptingpolicies,procedures,andtrainingcontentholistically forall 16UNCSystemcampuspolicedepartmentsand theNorthCarolinaArboretumPoliceDepartment.Vascular Neck Restraints or Carotid Restraint “Chokeholds.” The most recent policy theConsensusPolicyWorkingGroupdevelopedwasaSystem-wideUseofForcepolicyandUseofForce reporting form that prohibit the use of vascular neck restraints or carotid restraint“chokeholds”–alsoknownasa"sleeperhold."Inlightofnationalandlocaleventssurroundingtheuseofchokeholds,theRacialEquityTaskForceinquiredaboutthe“useofforce”policesofallUNCSystemcampuspolicedepartments;useofchokeholdswasimmediatelyidentifiedforpolicyreviewbyallcampuses.UNCSystemcampuspolicedepartmentshaveadoptedarevisedSystem-wideUseofForcepolicywhichcontainsbestpracticesasoutlinedbytheInternationalAssociationofCampusLawEnforcementAdministrators(IACLEA)andguidanceprovidedbytheStateofNorthCarolinaAttorneyGeneral’sOffice.Therevisedpolicyincludesadutytointervenebyallemployeeswitnessingexcessiveforceandbanstheuseofchokeholdsandvascularneckrestraintsbyofficersunlessdeadlyforceisauthorized.Training. In partnership with the Consensus Policy Working Group, the System Office hasimplementedthefollowingtrainingprogramsattheUNCSystemPublicSafetyTrainingCenterlocatedatSamarcand:ImplicitBiasTraining.Implicitbiastrainingwasagreeduponbyallthe17UNCSystemChiefsofPoliceandwillbeincorporatedintotheSamarcandtrainingcurriculum.Thistrainingconsistsofa seminar in thepsychological theory thatunconscious stereotypes can leadpeople tomakedangeroussnapjudgments.Unconsciousbiastrainingprogramsaredesignedtoexposepeopleto their implicitbiases,provide tools toadjustautomaticpatternsof thinking,andultimatelyaddressdiscriminatorybehaviors.

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Crisis InterventionTeams. The SamarcandTrainingAcademy is schedulingCrisis InterventionTraining forallUNCSystempolicedepartments. This isa state-certifiedcourseworkingwithmentalhealthprofessionalstobetterequipofficerswhenresponding,andprovidingassistanceto,thoseexperiencingamentalhealthcrisis.TwoclassesinMarchandJuneof2021wereheld,with 20 attendees each. A third class is scheduled for December. Many UNC System policeofficerswerepreviouslyCrisisInterventionTraining-certifiedpriortotheestablishmentofthiscurriculumatSamarcand.Verbal Influencing and Documentation of Use of Force Training. Verbal Influencing andDocumentationofUseofForceTrainingforallUNCSystemcampuspolicedepartmentswillbeincorporatedintotheSamarcandTrainingFacilitycurriculum. Thistrainingisdesignedtoimprovecommunication,enhanceprofessional,promotepersonal safetyanddecreasecomplaintsandliability.Accreditation.CALEAorIACLEAaccreditationisaprocessofmeasuringpublicsafetyagencies,theirpolicies,procedures,training,arreststatistics,hiringpractices,andfacilities,inanefforttomeetapre-determinednationalstandard.Accreditation isonlyawardedtoa lawenforcementagencyupondemonstrationofvoluntarycommitmenttolawenforcementexcellencebylivinguptoabodyofstandardsdeemedessentialtotheprotectionofthelife,health,safety,andrightsofthecitizensitserves.TheUNCSystemcampuspolicedepartments’accreditationstatusislistedbelow:

• EightcampuseshavemettherequiredCALEA/IACLEAaccreditationstatus• Four campuses have submitted their application and initiated the self-assessmentphasetobecomeaccredited.

• Onecampusispreparingforapplicationsubmittalandthesubsequentself-assessment.• Threecampusesareseekingfunding,recruiting,orhaveestablishedanaccreditationmanagerorrepresentativetoallowforafutureapplicationsubmittal.

Currently,75%ofSysteminstitutionshaveeithermetaccreditationorhaveappliedtoinitiatetheformalprocess.TheUNCSystemcampuspolicedepartmentsareleadinglawenforcementagenciesinpursuitofaccreditationwithinthestateofNorthCarolina.Only5%ofcountysheriff’sdepartmentsand12%ofmunicipalpolicedepartmentsareaccredited.Accreditationwillenableourcampusestocontrolliabilityinsurancecosts,increasecommunityadvocacy,providegreateraccountability,andstrengthensupportfromgovernmentagenciesatthefederal,state,andlocallevelswhileprovidingrecognitionandimprovingemployeeprideandmorale.Equipment.Body-WornCameras.TheUNCSystemcampuspolicedepartmentssupporttheuseofbody-worncamerasandbelievetheymayresultinenhancedtransparencyandaccountability.Thecampuspolicedepartmentsbelievebody-worncamerascanresultinhigherratesofcompliancetoofficer

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commandsduringencountersandfewercomplaintslodgedagainstlawenforcement.Campuslawenforcementtrainersandcommandstaffcanassessofficeractivitiesandbehaviorcapturedbybody-worncameras–eitherthroughself-initiatedinvestigationsorthosethatresultfromcallsforservice–toadvanceprofessionalismandtrainingamongofficersandnewrecruits.Currently,all 16 UNC System campus police departments and the North Carolina Arboretum PoliceDepartment are 100% in compliance with the use of body-worn cameras. All campus lawenforcementofficersareequippedwithandwearbody-worncameraswhenonduty.LessLethalDevices.TheUNCSystemcampuspolicedepartmentssupporttheneedforlesslethaldevicesinadditiontofirearmsasawaytominimizetheriskofinjuriesanddeath.Campuspolicedepartmentshavelesslethaldevicessuchastasers,expandablebatons,pepperspray,pepperballrounds,andbeanbags.MutualAid.ThediscussionofindependentcontractorsforsecurityservicesormutualaidwithotherlawenforcementagenciescapturedstronginterestamongtheSystemOffice,thecampusChiefsofPolice,StudentGovernmentAssociationLeaders,andtheSGA-electedmemberoftheBoardofGovernors.Studentrepresentativesacrossall16campusesexpressedtheirpreferenceforcampuspolicedepartmentsoverexternalsecurityor lawenforcement.Thecampuschiefssaidtheywouldplacetheircampuslawenforcementpersonnelwiththeexternalagenciesduringsurgelawenforcementperiods(i.e.,largeplannedandunplannedevents).Additionally,therewere a few campuses where external, non-sworn security is contracted for events, and lawenforcementarenotlistedastheprimarymanagementofthoseassets.ThisconcernedalltheSGAmembersduringthediscussions.Thechiefswillworkwiththeiraffinitygroupstobettercoordinatethiseffort.

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SectionIII: ProcessSummary/NextStepsProcessTheSystemOffice is keenlyaware that thevarietyand scopeof theRacialEquityTaskForcerecommendationsandproposedactionstepsspanallfunctionalareasoftheSystemOffice.Withthis in mind, upon receiving the report, the SAVP for Equity, Engagement, and EmployeeRelations assembled a team of subject matter experts across the System Office, includingAcademicAffairs, Communications, ComplianceandAudit Services,HumanResources, SafetyandEmergencyOperations,StudentAffairs,StrategyandPolicy,andUniversityAdvancement.Thefollowingco-leadersalongwithourSAVPforEquity,Engagement,andEmployeeRelationshavebeendelegatedresponsibilitytooverseetheSystemOffice’songoingefforts:

• Dr.ToyaCorbett,AVPforDivisionofStudentAffairs• Mr.TimMinor,VPforUniversityAdvancement• Dr.ShunRobertson,SAVPforP20PolicyandPrograms• Mr.FredSellers,SAVPforSafetyandEmergencyOperations

The SystemOffice has reviewed the task force recommendations and proposed action stepsthoroughly anddeveloped a targeted approach to assessment and implementationplanning.First,theteamidentifiedwhethertheactionstepscouldbebestassessedandimplementedatthe System level or at the institution level. Second, for all action steps, the System Officedesignateda“WorkingGroupBusinessUnit”(i.e.HR,StudentAffairs,AcademicAffairs,etc.)withprimarysubjectmatterexpertiserelatedtothatitem.Third,theteamidentifiedSystemOfficestaffas“WorkGroupLeaders”whoareleadingtheeffortsforrecommendationsandactionstepswithintheirworkgroup.Theseeffortsincludeidentifyinginitiativesalreadyunderway,beginningto assess the feasibility and costs associated with potential new initiatives, establishingdeliverables, and proposing implementation trajectories (i.e., short, mid, or long term).Recognizingthatactionstepsvaryinscope,resources,costs,anddeliverables,theteam’seffortsincludeprioritizingactionstepstoensurethatshort-termprogressismadewhilecontinuingtoadvancelonger-termefforts.NextStepsPresidentHansandtheSystemOfficearecommittedtocontinuingthisimportantworkbothattheSystemlevelandincollaborationwithUNCSysteminstitutions.Movingforward,theSystemOfficewill:

1. ContinuetoengagewithworkinggroupsandtheDiversityandInclusionCouncil.2. Developimplementationstrategiesandprojectplansforfurtheractionsteps(including

prioritizingactionitems,feasibilityassessment,andcostanalysis).3. KeeptheUNCBoardofGovernors,theRacialEquityTaskForcemembers,andall

stakeholdersupdatedontheongoingefforts.

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