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At UBC, we believe that attracting and sustaining a diverse workforce is key to the successful pursuit of excellence in research, innovation, and learning for all faculty, staff and students, and is essential to fostering an outstanding work environment. Our commitment to employment equity helps achieve inclusion and fairness, brings rich diversity to UBC as a workplace, and creates the necessary conditions for a rewarding career.
The Development & Alumni Engagement (DAE) Equity, Diversity and Inclusion (EDI) Specialist is responsible for the strategic development, oversight and leadership of proactive Equity, Diversity and Inclusion special projects and initiatives in support of DAE’s objectives and goals to create a culture of belonging for the DAE team, volunteers, alumni and donors. This position oversees the operational implementation of the DAE EDI strategy and helps to embed an EDI focus within the internal culture and practices and external-facing programs run by DAE.
Organizational Status
Reporting to the Vice President, Development & Alumni Engagement, the DAE EDI Specialist will advise and mobilize support for appropriate initiatives to promote a workplace environment that engenders diversity, equity, inclusion and belonging within DAE.
The DAE EDI Specialist is a practitioner who has the vision and skills to ensure the principles of EDI are embedded and reflected in the daily operation of the DAE portfolio.
Work Performed
- Assesses DAE’s priorities, programs and practices with a lens to EDI and develop a DAE EDI Plan with corresponding performance indicators and a measurement framework;
- Manages the development, provides oversight and leadership, and supports the execution and implementation of the DAE EDI Plan to further embed EDI into DAE’s activities and practices;
- Advises on strategy for DAE’s implementation of the university’s antiracism and inclusive excellence plans and priorities including UBC’s Inclusion Action Plan and the Anti-Racism & Inclusive Excellence Task Force Recommendations;
- Champions and advances the principles and values of EDI through education, training, mentorship, and communication with staff and volunteers;
- Reviews DAE guidelines and practices through an EDI lens; identifying systemic barriers and gaps and advises on recommendations for improving EDI practices that eliminate biases and barriers to equity and inclusion, to build a culture of belonging for the DAE team (350 staff) as well as the growing alumni (345,000+) and donors (18,000+) community;
- Builds relationships and communicates with the DAE EDI Advisory Committee and DAE affinity groups in order to support and ensure that experiences of equity-deserving groups are considered when revising DAE guidelines and practices;
- Focuses on the DAE talent life cycle with an EDI lens including support for the recruitment of DAE staff from equity-deserving groups, by building relationships with the broader external community outside of UBC;
- Facilitates meaningful collaborations and engagement with campus EDI service providers and units to nurture and sustain effective partnerships;
- Serves as a subject matter expert and advisor to the Vice President, DAE and senior leadership team;
- Keeps well-informed on theories related to equity, diversity and inclusion and on industry best practices and trends;
- As this is a changing field, demonstrates flexibility to evolve;
- Meets regularly with the Vice President, DAE (Advancement) to report on the progress of the development of EDI programs and initiatives.
Consequence of Error/Judgement
- The incumbent acts collaboratively and within broad guidelines. The incumbent must exercise initiative and sound judgment in making decisions and planning and executing services and programs. Must demonstrate tact, sensitivity and confidentiality in dealing with constituents.
- The position will also lead in the effective planning, development, implementation and support of EDI programs and initiatives. Failure to perform effectively would cause significant loss of support for and credibility, internal and external collaborators and constituents, senior administration and others. Error in judgment determining resources and techniques needed could affect the quality and success of the projects and credibility of programs that have both strategic and operational impact.
- The result of inaccurate or inappropriate advice, poor decisions or judgement, inability to exercise tact and discretion, and careless implementation of initiatives would result in damage to the University’s reputation.
