Ncbi community Response: Educate, Empower, and Develop (creed)

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NCBI Community Response: Educate, Empower, and Develop (CREED)
Type of Problem

  • Bias-related crisis, controversy, or community issue

  • Issue may be at its early stages and not quite a crisis yet (and subsequently, response can be more proactive as opposed to reactive)

Source of Information

  • Student(s)

  • University Faculty or Staff (e.g., Vice Provost for Diversity & African American Affairs, Vice Provost for Equal Opportunity & Equity, etc.)

  • Campus Crisis Committee

NCBI Response Coordinated by Contact(s)/Point Person


  • NCBI must be notified and activated to respond to a community issue/crisis

  • NCBI is a resource, not first responder who coordinates the university’s response

  • NCBI should be aware of primary responders that exist on campus and their responsibilities (e.g., Office of Diversity & African American Affairs, Counseling Center, University Housing, GLBT Center, etc.)

  • NCBI is not an advocacy group, rather coalition builders

Expectations of NCBI Team Members

  1. Expectation of team members: “all hands on deck” as feasible, depending on personal situations

  2. Clear expectations to respond to campus crisis/community issues:

Notification & Activation

  1. Plan is coordinated by Primary Contact if available; if not, Secondary Contact will coordinate

  2. Notification:

  • Contact notified

  • Contact determines whether or not NCBI team is activated, in consultation with Secondary Contact and NCBI leadership team as necessary

  • Contact, with Secondary Contact and/or leadership team, determine urgency of situation

  1. If the contact decides the NCBI team needs to be activated, within 24 hours of being notified, the contact implements the following steps:

  • Leadership team calls NCBI members, based on pre-determined alphabetized list

  • One person on leadership team is designated to send out email to NCBI team list and outreach to Carolina Coalition

  • Leadership team and NCBI team meet as necessary to determine response (see “Determining Response”). Appropriate meetings ideally would be held within 48 hours of the initial notification.

Determining Response:

Based on pre-determined urgency of situation (see “Notification”), once the team is activated, initial response should occur within:

  • If “High”  48 hours

  • If “Medium”  1 week

  • If “Low”  1 Month

Please note that overall response may be ongoing.
Through consultation and collaboration with leadership team and NCBI team, Primary Contact and his/her designee(s):

  1. Lead/engage in healing work for NCBI team, as possible

  2. Develop outcomes and program(s) for response based on NCBI principles (see “Potential Responses”)

  3. Determine collaborators/partners/resources needed to implement response effectively (see “Partners and Resources”)

  4. Identify possible challenges and difficulties in achieving these outcomes and implementing program(s)

  5. Address challenges and difficulties creatively and proactively

  6. Delegate tasks for implementation of NCBI response

  • All NCBI members should have a role in implementation

  • One designated person posts relevant information on NCBI website (e.g., pertinent resources, facts of incident, etc.)

  1. After response, team should meet to:

  • Evaluate response taken

  • Assess whether or not additional program(s) should occur

  • Conduct healing work

Potential Responses

  1. Taken directly from model from Associate Director of NCBI Campus Program, Robert Dungey:

  • Workshop – goals, content, and exercises tailored to event/issue

  • Forum – listen, be honest about what has happened, give correct information, and create a space for students and staff to share their feelings

  • Controversial Issues Process – team applies NCBI principles and skills to find common ground with dissenting groups

  • Panel Presentation – targeted and allied groups have an opportunity to share feelings and the impact on them

  • Constituency Healing Work – Few scholars have written about the psychological consequences of trauma in relationship to the impact of racism, sexism, heterosexism, class elitism, and other forms of oppression/violence. Creating opportunities for these groups to meet and emote about past and present incidents is crucial to their healing

  • Listening Tables – setting up spaces where NCBI team members can listen to students and staff members’ feelings and reactions. Useful when you are not able to do any of the above intervention programs

  • Community Meetings – using NCBI principles and methodology, meet with community members and groups to listen, process feelings, and to problem solve

  • Writing a Letter – using NCBI principles and practices to frame and address a crisis/issue

  1. Additions to model from Associate Director of NCBI Campus Program, Robert Dungey:

  • Free write wall - opportunity for community members to write thoughts on banner, etc. while staff is present

  • Resource/consultant – NCBI serves as a general resource or consultant to responders/constituents on campus

Partners and Resources

  • Counseling Center

  • Campus Police Department

  • Office of the Provost

  • Office of Equal Opportunity

  • Office for Diversity & African American Affairs

  • Multicultural Student Affairs

  • Various College Diversity Directors/Personnel

  • Office of International Affairs

  • Women’s Center

  • GLBT Center

  • Vice Chancellor for Student Affairs

  • University Housing

  • Office of Student Conduct

Training Needed

1. Case Studies from real-life situations at NCSU, other universities

2. Budget for professional development

NCBI-related opportunities:

  • NCBI Campus Conferences

  • Constituency Caucus Programs

  • Specialized training from NCBI International

  • Re-Evaluation Counseling

Relevant opportunities outside of NCBI:

  • American College Personnel Association (ACPA)’s Tools for Social Justice Conference:

  • Social Justice Training Institute (SJTI):

  • National Conference on Race & Ethnicity (NCORE):

3. Simulation exercises
Recommendations for Next Steps

  1. Maintain updated, alphabetized phone tree and post on NCSU NCBI members’ only website

  2. Identify large rooms suitable for plan implementation that NCBI has access to and/or team members who have quick access to large spaces, for example:

  • Charles Clift, Registration & Records

  • Pat Grantham, Facilities Operations

  • Lisa LaBarbera, University Housing

  1. Create NCBI sub-committee tasked with member recruitment, focused on following areas:

  • Offices/units/departments

  • Positions/hierarchy/classification (e.g., students, EPA staff, SPA staff, faculty, “upper administration,” etc.)

  • Expertise, passions, interests in particular with crisis response

  1. Explore idea of quarterly controversial issue workshop for campus (around specific, pre-determined topic)

  • For us to continue to practice and develop our skills, and also address community concerns proactively

  • Outreach to groups to collaborate (e.g., IRC, UAB, SDAC)

  1. Updating and expanding the NCBI member database information relating to crisis response

  • Currently includes character strengths, areas of discomfort, passions, factors that impact one’s judgment  make sure we have this information for all NCBI members

  • Expand to include potential responses members feel most and least comfortable facilitating

  1. Create a culture/expectation within NCBI that members share pertinent professional development experiences (e.g., sharing information gained from a relevant conference)

  2. Determine budget needed for training, as well as marketing (e.g., creating business cards, brochures, etc.)

  3. Assess team member skills and create a team professional development plan accordingly

  4. Create a training packet for each potential response, in consultation with Robert Dungey, including:

  • Learning outcomes

  • General outline to implement

  1. Identify a liaison for crisis response within offices/units/departments, based on position

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