Strategic Plan


A diverse and inclusive UMW community will constitute an essential part of our efforts to be fully effective as an institution and to achieve excellence in our work. From the leadership of the institution through all of the members of the University community, we will act on our responsibility to ensure that our teaching, learning, and working environment, our research, our institutional activities, and our relationships with our community and region all support and further our efforts to embrace diversity, access, and equity, and foster inclusiveness and mutual respect. Our institutional environment will promote cultural competencies, establish connections among students, faculty, and community members from different backgrounds, and welcome newcomers from different cultures into our community.


OBJECTIVE 3. A: Provide leadership to develop and advance diversity and inclusion as integral components of institutional excellence and to ensure coherence in the University’s academic and programmatic diversity and inclusion efforts.

Create and fill the position of Vice President for Diversity and Inclusion who will serve as the University’s chief diversity officer.

Create a Diversity Leadership Council of faculty, staff, and students to assist with the search for the VP and advise the president and the new VP on on-going diversity efforts.

Create an Office of Diversity and Equity.

Adopt a Statement on Diversity and Inclusion; make corresponding changes to the University’s Statement of Community Values.

OBJECTIVE 3. B: Create an institutional infrastructure to promote diversity and inclusion.

UMW Strategic Plan 17 Adopt appropriate diversity and inclusion related competencies, performance/accountability measures, educational programming and recognition programs for supervisors, managers and teaching faculty.

Enhance outreach and support services for non-traditional students.

Fund four full-time staff members at the James Farmer Multicultural Center.

Replace student-initiated funding with permanent budgets for longstanding, institutionally significant diversity/inclusion events, including the annual Multicultural Fair and the Dr. Martin Luther King, Jr. birthday celebration.

Institute ongoing university-wide climate studies to frame and direct future action on diversity and inclusion.

  • Continually educate the University community on diversity and inclusion.
  • Evaluate and address the viability and recommendations of related University committees,study groups and advisory groups – e.g., James Farmer Multicultural Center Advisory Board, James Farmer Legacy Committee, and President’s Diversity Training Retreat 2009.

OBJECTIVE 3. C: Increase the enrollment and retention of students from under represented and targeted populations.

Establish specific enrollment benchmarks and develop an institutional recruitment plan, taking into consideration high school graduation rates, enrollment patterns at peer institutions, and availability of students from the community colleges. (See GOAL 1.B)

Expand staffing and geographic region for the Rappahannock Scholars Program.

Expand James Farmer Scholars program by inviting two additional counties to participate and increase participants entering UMW by three.

Successfully compete for and receive a grant for an Upward Bound Program and one additional pre-collegiate program.

Develop a formal partnership with three external pre-collegiate programs for a total of 100 students from under represented and targeted groups who have been identified as potentially eligible for admission and who are actively exposed to and recruited by UMW.

Provide student volunteers and work-study students to tutor and assist participants in identified pre-collegiate programs.

Develop and implement a comprehensive strategy for assessing and addressing the academic success of under represented students (e.g., GPA, retention and graduation rates).

Establish and achieve goals that cumulative GPA, retention rates and graduation rates of students from under represented and targeted groups in both graduate and undergraduate programs will be on par with those of the general population by fall 2011, 2012, and 2013.

Create a Peer Mentoring Program (PMP), similar to a program at the University of Virginia, which assists under represented first-year students with their college transition by providing one-on-one guidance through the use of peer mentors. The PMP should offer a wide range of academic, social and career development opportunities designed to support each student’s transition to college and to help create a strong sense of community.

Develop a program for affirmative outreach to students with disabilities, emphasizing inclusive instructive and programmatic environments, and explore disabilities studies as an academic discipline.

UMW Strategic Plan 18

A copy of the UMW Strategic Plan 2009-2014 is available for your review.