To our fellow members of the Vanderbilt community:
On Aug. 27, Chancellor Nicholas S. Zeppos announced before the assembled faculty that the opportunity and challenge of making Vanderbilt a truly diverse and fully inclusive community is the most important priority for the university. He impaneled us—a group of 21 diverse faculty from across the university—with the charge of presenting to him an actionable report with concrete recommendations by July 1, 2016.
We take on this challenge with serious commitment and pride. As faculty stewards of this institution, we see the gravity and the enormity of this task, and the opportunities it presents. Indeed, we regard the chancellor’s words—the most important priority—as words of intention and of hope and of expectation, and with major investments to support them. We recall previous occasions when other most important priorities have been identified: the importance of creating a vital undergraduate living-learning residential experience, with the result of the Commons campus and the Kissam complex; the importance of making a Vanderbilt education accessible to all, regardless of family means and without the burden of debt, with the result of Opportunity Vanderbilt. Of course, our commitment to creating a more diverse and inclusive Vanderbilt cannot be ultimately measured in dollars so much as in the degree to which these priorities become infused throughout all that we do, and the extent to which these ideals become part of the real lived experience at Vanderbilt. Still, we know what most important means. It means big things are intended, big things are hoped for, big things are possible.
Therefore, it is our intent to deliver the types of bold recommendations that the chancellor and that the Vanderbilt community expects, representing a vision that is true to this community and that is equal to this singular, most important moment. We share a vision with the chancellor that Vanderbilt be an institution that models diversity and inclusion not merely because it creates a more dynamic social and intellectual university, but because it mirrors our values of a democratic and just society. We recognize that Vanderbilt has much room to grow into this vision but we are committed to all phases of this work as it transforms our academic programs, campus services, culture and the relationships we forge with diverse constituencies in our community. We hear the demand for this transformation from every corner of the university, and we intend to engage fully the Vanderbilt community as we move forward in this work. Indeed, if the work we begin here is to be real and lasting, it must be “owned” by the Vanderbilt community, current and future; this is not something for someone else to be accountable for—it is on all of us.
Over the past few months, we have begun gathering the sorts of information—historical, quantitative, qualitative, experiential, local, national—that we will need in order to perform a quality and credible analysis, to ground our eventual conclusions, to compare ourselves to our peers, to glean the best lessons learned of those who have tackled these issues ahead of us, to place our recommendations within an appropriate historical scope, and to appreciate the rich tapestry of voices and perspectives of this community. We are working quickly, yet we know that the issues are so dear, so close to the heart—so important—that we cannot move quickly enough. Please bear with us … July 1 is not so far away.
At the same time, there are some aspects of our ongoing work in which we already feel sufficiently confident as to be able to share here a brief interim report of our thinking. First, it is clear to us that as a community we must not fear the scrutiny of truth. We must take responsibility for our past and our present—the good and the bad of it—in order to see clearly where we are headed and why. Therefore, truth-telling about what Vanderbilt has been and is now, for various members of our community, will be an essential part of our report. We will be looking at the full breadth of diversity on campus including race/ethnicity, class/socioeconomic status, gender, gender expression, sexuality and ability.
Second, we are convinced that there is much that we can learn from the experiences of other institutions that have sought to address issues of diversity and inclusion. Alas, as much as Vanderbilt seeks to lead, we cannot claim to be “first” when it comes to implementing major strategic initiatives around diversity and inclusion. At the same time, this affords us an opportunity to learn and to be part of the leaders engaged in this important task. Indeed, it is safe to assume that the recommendations we might make will not all be original; others will have thought of at least some of them before, and we will want to ensure that we do not repeat mistakes where possible. Therefore, a thoughtful review of best practices and lessons learned elsewhere will be an important component of how we develop our recommendations.
Third, there are a number of specific actions and investments that are sufficiently obvious that we can be sure they will be among the top recommendations that we will consider. One example is a major, sustained push to recruit and retain faculty of color, such as the large initiatives recently announced by Yale and by Brown. At the same time, we should ask ourselves how Vanderbilt can play a leadership role in this space. In addition to seeking diverse faculty, students and administrative talent, can we help lead broader systemic efforts that enhance and diversify the pipeline into the academy? And can we make Vanderbilt a hub for the types of scholarship that are needed to create the intellectual foundations of the path ahead, such as centers that study marginalized groups in America placed alongside the fortresses of scientific inquiry? Another example is what we teach. Is our curriculum best in class, does it represent diverse knowledges and perspectives, and does it prepare Vanderbilt students to operate effectively in the world beyond our campus—where questions of diversity in all its forms are also salient—and to become the stewards of democracy in a nation that is not now and has never been homogeneous? We must confront, head on, in our curricular courses and studies the legacies of slavery and of conquered peoples in America, for example. We must furthermore consider how we care for our own, and must consider the system of supports that allow our students to not only survive here, but to thrive here, and to leave this place strengthened and uniquely empowered to be the leaders that our nation and world require of its great institutions. And then there is the institutional: How do we embed leadership and accountability into the very fabric of this institution, so that sustained, deliberate, forward progress continues to be made well after initial actions are completed? In other words, where in the organizational chart will responsibility for delivering on the expectations of a diverse and inclusive university reside, how do we infuse shared accountability across the Vanderbilt community—students, staff, faculty, and administrators—and how do we ensure a depth of commitment and leadership that will not stand for failure and that will not tolerate injustices?
Finally, we must acknowledge the enduring power of symbols—those that edify and those that demean. Confederate Memorial Hall is much more than just a building; it is a symbol. And foundational to this symbol is the enduring ugliness of racism and how it has poisoned efforts in our nation and university to create diverse and inclusive communities. It is time to fully weigh the costs of this symbol—to our reputation, our productivity, our competitiveness for talent, and our claim to the moral high ground—against the cost of doing away with it at last. Likewise, we must consider which old symbols we can repurpose, and which new symbols we can uniquely claim, that will allow us to honor our heroes and to project—inwardly and outwardly—an image that proudly reflects our true values. Indeed, our deep connection to the history of the South, and our location in Nashville and partnerships with other institutions here, give us an opportunity for credibility and leadership in the emerging national conversation around diversity and inclusion.
There are no easy answers to these questions. Yet we are resolved to answer them now, for now is the time. Already, the chancellor has announced Dr. George Hill as chief diversity officer and vice chancellor for equity, diversity and inclusion, who starts in this important cabinet-level role immediately and who will work with this committee as we define an expansive agenda for change. The medical school and now Peabody College also have established unit-level diversity officers. Moreover, we will be working with a student advisory council, including representatives from various student organizations on campus, as well as a staff advisory council, with whom our committee will engage throughout our committee’s work.
Even so, July 1, 2016, will come too late for many in our community, especially those courageous students who have risen to demand change, who envision a mountaintop that we may not reach until after they have left alma mater. To them, we promise concrete recommendations that will transform Vanderbilt into a place that celebrates, welcomes, is inclusive of, and supports a diverse student body, faculty, administration and staff. And to the entire Vanderbilt community, we promise that July 1, 2016, will not be an end, but the beginning of a new chapter, one that we must all commit ourselves to continue writing together.
We eagerly look forward to engaging with you in the months ahead.
Keivan Stassun and Beverly Moran, co-chairs
Joe Bandy, executive chair
Committee on Diversity, Inclusion and Community