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Ongoing Priorities

To continue to realize the power of people, we will focus on the following efforts: 

  • Students talking.
    Continuing to execute on the School’s IDARE action plan in concert with the University’s second Roadmap on DEI. We will ensure that adequate resources are made available to support these activities. In the coming year, the IDARE Office will review and revise policies, practices, and procedures to ensure adherence to IDARE principles; develop and communicate clear procedures for reporting bias issues; and provide support for the School’s uptake of University-wide anti-bias training initiatives.  
  • Publishing annual reports on the status of diversity and inclusion for faculty, students, and staff, and presenting the results at the annual State of the School address.  
  • Developing and monitoring benchmarks to assess the IDARE climate at the School based on annual surveys. Beginning in 2023, the results of the surveys will be incorporated in the annual diversity and inclusion reports.  
  • Creating an endowment in the Bloomberg American Health Initiative for a faculty member who works in equity and one of the five focus areas. 
  • Improving the visibility of student affinity and networking groups, working with the University, and providing support for these groups to be successful in their stated goals.  
  • Continuing to prioritize the recruitment of faculty scholars who focus their research and teaching on IDARE principles and their impact on public health. We will also seek to raise philanthropic support to target opportunities for faculty recruitment.  
  • Implementing recommendations of the Faculty Senate’s non-tenure track faculty committee, specifically partnering with the Vice Dean for Faculty to develop department-level guidelines for mentoring non-tenure track faculty and reviewing faculty titles.
  • Exploring networking and mentoring needs of our international faculty to support their community-building and engagement within the School.  
  • Examining both equity and competitiveness of our faculty salaries carefully. We will revisit our annual in-depth salary equity analysis and make changes as needed. We will present the results of the equity analysis, together with a comparison of salaries with our peers, and make appropriate recommendations regarding starting salaries and start-up packages to ensure our competitiveness.  
  • Empowering the newly formed Staff Assembly to participate in and advise on policies and initiatives that affect staff and develop a plan of action with concrete short- and long-term goals. 
  • Developing and implementing a strategic Staff Diversity Leadership Plan to increase advancement of BIPOC staff with a focus on increasing representation and retention in the executive/administrative and managerial employee groups.  
  • Elevating our commitment to overall worker well-being and developing strategies for improving our work environment as it evolves post-pandemic. We will focus efforts on creating structural changes that will foster improved flexibility in when and where people work and the promotion of work-life balance at all levels of the institution, including continuing no-meeting and meeting-less workdays. We will continue to evaluate best practices for working remotely, ensuring productivity and engagement for our faculty and staff, regardless of where they work. 
  • Prioritizing a physical layout of the new building that optimizes the flexible work arrangements that underpin the future of how we work, while enhancing space for community and collaboration, social hubs for informal interactions, and a welcoming and sustainable environment for our faculty, staff, and students.