Addressing Campus Climate Flashpoints

Addressing Campus Climate FlashpointsFive Failure Paths for Colleges and Universities

Student Affairs Forum

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Introduction

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Angela Street Director Research Advisory Services [email protected]


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5

Institutions Continue to Face an Endless Stream of Incidents

No Shortage of Climate Flashpoints

What is a Flashpoint?

A climate-related incident or event that causes disturbance in the community or media, including heightened levels of activism, media and public scrutiny, and reputational damage.

Racist Slur in Text Roils Georgia Southern

Harvard Official Apologizes for ‘Discriminatory’ Comments in Viral Video

After calling Barbara Bush an ‘amazing racist,’ a professor taunts critics: ‘I will never be fired’

UNC Boards Meet in Aftermath of Confederate Statue Toppling

A Black Smith College Student Was Eating Her Lunch When an Employee Called the Police

University of Louisville removes Papa John's name from football stadium

Wyoming University Slogan About Cowboys Triggers Race, Gender Debate

Female NYU Professor Accused of Sexually Harassing Male Student

Michigan Professor Refuses to Write Recommendation Letter Because of BDS

Source: EAB interviews and analysis.



6Flashpoints Are Not New

Since (At Least) 2015, Climate Flashpoints Have Been Headline News


EARLY 2010s 2020

2016 U.S. Presidential Election

Campus bias and hate incidents rise

Students increasingly active and vocal

Explosion of Campus Activism

Protests in Ferguson, MO and at Mizzou ignite the country (2015)

Early Signs of New Era

Occupy Wall Street (2011)

Quebec Student Protests (2012)

Renewed Appetite for Protests and Demonstrations

Incoming students indicate a higher likelihood of being active

National Movements Come to Higher Ed

#MeToo movement

“Limits” of free speech

Wave of Demands

150+ institutions receive demands from student activists



7Caught Off-Guard in 2016

2020 Election Will Be Even More Contentious and Divisive

Source: Dickerson, C., Saul, S. “Campuses confront hostile acts against minorities after Donald Trump’s election.” The New York Times, November 10, 2016; Grinberg, E. “Meet the conservative student activist who wants to ‘make campus great again’.” CNN, April 18, 2017; Jaschik, S. “Tensions, Protests, Incidents.” Inside Higher Ed, November 14, 2016; Spencer, H., Stolberg, S. “White Nationalists march on University of Virginia.” The New York Times, August 11, 2017; Svrluga, S. “Mobs of tearful, angry students protesting Trump victory swarm college campuses.” Washington Post, November 9, 2016; EAB interviews and analysis.

Mobs of tearful, angry students protesting Trump victory swarm college campuses

Meet the conservative student activist who wants to make campus great again

Campuses confront hostile acts against minorities after Donald Trump’s election

Post-Election Campus Incidents Made National Headlines

White Nationalists march on University of Virginia

Hate Crimes and Organizations Rose in US Post-Election

Increase in number of hate groups from 2015-2018

30%

Increase of White Nationalist groups in 2018

50%

30%Increase in hate crimes between 2015 to 2017, with biggest gains in crimes involving violence1


https://www.nytimes.com/2016/11/11/us/police-investigate-attacks-on-muslim-students-at-universities.html

https://www.cnn.com/2017/04/18/politics/lauren-cooley-conservative-activism/index.html

https://www.insidehighered.com/news/2016/11/14/protests-and-incidents-spread-following-trump-election-victory

https://www.nytimes.com/2017/08/11/us/white-nationalists-rally-charlottesville-virginia.html

https://www.washingtonpost.com/news/grade-point/wp/2016/11/09/mobs-of-tearful-angry-students-protesting-trump-victory-swarm-campuses/


8National Landscape Amplifies Uncertainty

Any Flashpoint Has Real Potential to Disrupt University Operations

Even Isolated Events Can Be Costly

Hazel University1, 2017, faculty member investigated for sexual misconduct

60 fewer female applicants due to scandal

$4.9M of lost net tuition revenue over four years

What Will Ignite?

“We can have very different responses to

incidents based on what the impact is on

institutional reputation. But it is still hard to

read the tea leaves to determine when

an incident on campus is going to catch

the attention of media.”

Tanya Winegard, Vice Provost for Student Life

Creighton University

Difficult to Stay Focused

“During the four years I’ve been in this job,

at least three of those have felt like a

constant state of crisis, with one difficult

issue after another either emerging on

campus or coming at us from off campus,

each generating substantial press, social

media, and email attention. I’m still trying

to figure out how to keep myself and

the senior staff focused on the long-

term strategic changes we need to be

making while also dealing with the

constant weekly crises.”

Rebecca Blank, ChancellorUniversity of Wisconsin at Madison

1) Public University in the Midwest US Source: EAB interviews and analysis.



92020: A Tumultuous Year of Political and Social Unrest

Higher Education Faces Unprecedented Challenges Amidst Global Pandemic

Sources: CNN, 2020 Year in Review; National Conference of State Legislatures, Higher Education Responses to Coronavirus (COVID-19).

April

VP Joe Biden accused of sexual assault by former Senate aide

May

Students launch 100+ class-action lawsuits for tuition refunds

Murder of George Floyd spark national protests for racial justice

June

Students demand end of university-police contracts

Protestors voice opposition to stay-at-home orders across the nation

CARES2 Act provides $14.25B for higher ed

January

President Trumpimpeachment trial

February

U.S. closes national borders to China

March

WHO1 declares COVID-19 global pandemic

Ahmaud Arberyshot and killed while jogging in Georgia.

Protests spark global movements for racial justice

July

U.S. reaches 4 million COVID cases

NovemberElection Day1) World Health Organization

2) Coronavirus Aid, Relief, and Economic Security Act

Higher Education institutions close campuses, move to virtual operations

Hurricane Laura ravages Louisiana

August

UNC-Chapel Hill shuts campus one week after opening


https://www.cnn.com/interactive/2020/07/world/2020-year-in-review-july/

https://www.ncsl.org/research/education/higher-education-responses-to-coronavirus-covid-19.aspx


10Backdrop to the 2020 Election

Current Cultural Moment Is Triggering Novel Flashpoints

Potential Flashpoints

Virtual

On Campus

Public Criticism

Recordings of faculty lecture spark viral backlash against institution

Zoombombing1 disrupts virtual classrooms with discriminatory images, videos, and chats

Cybersecurity vulnerabilities exploited by bad-faith actors

Faculty and staff galvanize dissent to University actions via social media

Students organize coalitions across institutions

Community members take legal actionagainst university

Potential deaths of campus community due to COVID outbreak

Public health implications of sit-ins and physical protests

Labor strikes across contingent staff groups

Off-campus outbreaks threaten regional public health

1) Zoombombing is an unsolicited intrusion into a video conference call, generally broadcasting inappropriate content.




11Higher Ed Is Not In a Vacuum

Private Sector Also Contending with Climate Flashpoints


Nivea Accused Of

Racism For Skin-

Lightening Cream

Advert

-Daily Mail, 2017

L.A. Fitness Says Employees

Accused Of Harassing Two

Black Men Are No Longer

With Company

-USA Today, 2018

Tesla Is a ‘Hotbed for

Racist Behavior,’ Worker

Claims in Suit

-Bloomberg, 2017

Pixar’s John Lasseter To

Leave Disney Following

Sexual Harassment

Complaints

-The Verge, 2018

H&M Slammed As

Racist For ‘Monkey In

The Jungle' Hoodie

-CNBC, 2018

Judge Allows 2,300 Women

To Proceed With Gender

Bias Lawsuit Against

Goldman Sachs

-The Independent, 2018

Chairman Steps Down As

NPR Grapples With

Harassment Crisis

-NPR, 2017

Alaska Airlines Panned

After Gay Couple Had To

Give Up Seats

-Chicago Tribune, 2018

Chick-fil-A's Canadian

Expansion Sparks Pro-

LGBTQ Protests

-Fox News, 2018

Bon Appétit Stars Quit Over Racial Discrimination

-Vox, 2020

Goldman Sachs Sued By Former Executive Over Sexual Orientation Discrimination

-CNBC, 2019

No More Rainbow Capitalism: Protestors March Against Corporate Commodification of Pride Month

-Reuters, 2020

Facebook Restricts Speech by Popular Demand

-The Atlantic, 2019

Tucker Carlson’s top writer resigns after posting racist and sexist remarks online

-CNN, 2020

“The challenges we are seeing on campus…conflicting views on free and inclusive speech, lack of

diversity in our staff–-are the same ones that everyone watches play out in Silicon Valley,

Washington, and everywhere else. Students are judging us against them. This comparison

raises the bar on what constitutes an adequate response.”

President, Public University



12A New Gold Standard Is Emerging

Service Industries Address Incidents with Rapid and Thorough Responses

Source: Ben & Jerry’s “Silence is Not an Option”; Kelly, R. “The Starbucks Incident: A Crisis Management Case Study.” Bernstein Crisis Management, 2018; EAB interviews and analysis.

Two Viable Response Strategies

2018

Company wide anti-bias training

After a viral uproar caused by two Black patrons being arrested in a Philadelphia store, CEO issued formal apology and announced a mandatory anti-bias training for all employees.

2020

Taking actionagainst white supremacy

Responding to the murder of George Floyd and the resulting national unrest, Ben & Jerry’s issued a statement addressing historical roots of systemic racism and advocating for specific policies to redress racial inequality.

What Industry Is Getting Right

Speed

Responding to incidents swiftly to steer direction of conversation

Accountability

Assuming responsibility for any associated direct and indirect actions

Underlying Concerns

Addressing historical and systemic issues that have led to incident

Actionable Next Steps

Outlining comprehensive actions to address incident and mitigate future harm

Reaffirmed Values

Emphasize sustained commitment to company values and priorities


https://www.benjerry.com/about-us/media-center/dismantle-white-supremacy

https://www.bernsteincrisismanagement.com/the-starbucks-incident-a-crisis-management-case-study/


13But Higher Ed Institutions Are Falling Behind

Flashpoints Find Most Colleges and Universities Scrambling to Respond

Source: Responding to the Ongoing COVID-10 Crisis and to Calls for Racial Justice: A Survey of College and University Presidents, Association of American Colleges and Universities; EAB interviews and analysis.

Outdated policies and protocols

No strategy to respond, leading to slow and reactionary responses

No coordinated or trained first responders

Senior campus leaders are surprised or frustrated by students’ demands

Fail to proactively monitor for potential flashpoint issues

Why Institutions Are Underprepared

85%Of 4-year university leaders believe racial justice protests are likely or very likely for fall semester

May 2020

Senior Leaders offer empty words, little action

In response to the murder of George Floyd, students and faculty criticize higher education leadership for placating protestors without actionable agendas. Students demand divestment of police contracts.

Higher Ed’s Failed Response Incites Demands

AACU, 2020.



14Repercussions Reverberate Through the Years

Response Failures Have Lasting Impacts on Institutional Reputation


University of California, Davis’s 2011 Pepper Spray Incident

November 19, 2011

UC Davis Police Pepper-Spray Seated Students In Occupy Dispute

Factual reporting occurs in the immediate aftermath

November 22, 2011

Pepper Spray’s Fallout, From Crowd Control to Mocking Images

Analysis of stakeholder reactions soon follows

August 9, 2016

UC Davis Chancellor Resigns After Pepper-Spray Scandal

Crises resurface long after the initial incident

Future crises associated with the initial incident

July 9, 2020

At Some U.S. Universities, A Time to Rethink Cops on Campus



15The Stakes Are High for Addressing Flashpoints

Consequences Are Real for Institutions and Individuals

1) Foundation for Individual Rights in Education

Source: Inside Higher Ed, “Seattle U Dean, subject of protest, placed on leave”; The Huffington Post, “How Media Coverage Of Campus Scandals Impacts College Applications”; The New York Times, “Falwell’s Blackface Tweet Brings Racial Dissent to Liberty University“, Fighting for Free Speech on America’s Campuses”; Washington Post, “Ithaca college president resigns after protests over race”; EAB interviews and analysis.

Jobs at Risk

Ithaca college president resigns after protests over race issues

Pres. Falwell’s Blackface Tweet Brings Racial Dissent to Liberty U.

Seattle U. Dean, subject of protest, placed on leave

Enrollment Impacts

10%Drop in applications if The New York Times covers an institutional scandal in a long-form magazine article

Possible Legal Action

807Number of student inquiries about free speech violations and restrictions received by FIRE1 in 2015, up from 719 in 2014

Fundraising Consequences

$6MTotal drop in existing pledges and donations to the University of Missouri in November and December 2015


https://www.insidehighered.com/quicktakes/2016/06/02/seattle-u-dean-subject-protest-placed-leave

http://www.huffingtonpost.com/entry/college-scandals-applications_us_577e6ac1e4b0344d514e1bf9

https://www.nytimes.com/2020/06/08/us/politics/jerry-falwell-blackface.html

http://www.nytimes.com/2016/08/07/education/edlife/fire-first-amendment-on-campus-free-speech.html?_r=0

https://www.washingtonpost.com/news/grade-point/wp/2016/01/14/ithaca-college-president-resigns-after-protests-over-race-issues/


16

Generation Z Is One of the Most Engaged Generations in History

Source: HERI UCLA Data; VOX March For Our Lives; Morning Consult Gen Z Tracker; Global Strategy Group Survey; EAB interviews and analysis.

No End in Sight for Student Activism

…And Incoming Students Are Already Experienced with Organized Activism

Recent Data Indicates Young People Are More Likely to Protest…

Of youth voters in battleground states said they would ‘definitely’ vote in the upcoming election, highlighting greater overall civic engagement

77%

22%Less than one-quarter of Gen Zers have not taken any action in relation to Black Lives Matter Protests

38%Of incoming first-years anticipate some chance they will participate in student protests and demonstrations, up from 36.5% the year before

Students increasingly plan to participate in activism on and off campus.

K-12 students are participating in nation-wide protests at unprecedented levels.

Participants marched for gun control in the student-led movement March For Our Lives1.2M

March For Our Lives Protest

Over one million activists participated in school strikes across the world urging action on climate change1M+

Global Climate Strike For Future


https://www.heri.ucla.edu/infographics/TFS-2019-Infographic.pdf

https://www.vox.com/policy-and-politics/2018/3/26/17160646/march-for-our-lives-crowd-size-count

https://morningconsult.com/form/gen-z-worldview-tracker/

https://globalstrategygroup.app.box.com/s/95k1fzo1xfnhyfnl71rolfixdnc70btf


17

Overlapping Issues and Changing Norms Heighten Students’ Expectations

Raising the Bar for Doing Right

Source: Alaina Love, ‘Are You Ready to Lead the Purpose-Driven Generation,’ SmartBrief, Aug. 25, 2018; 2018 Deloitte Millennial Survey; ‘The Sustainability Imperative,’ Nielsen, Oct. 10, 2015; EAB interviews and analysis.

The Purpose-Driven Generation: What Millennials and Gen Z Want

Customers will pay more for a product or brand known for its social value or community commitment

1 in 2

Of Gen Z’ers want to see their employers supporting racial equality

72%

Of millennials feel that businesses’ top priority should be to improve society

39%

Three Implications for Flashpoint Management on Campus

Today’s students want institutions with missions and actions that are consistent with their values

Today’s students are socially aware; they want their institution to make ongoing progress on systemic issues

Institutions are expected to go beyond traditional boundaries to address concerns in society at-large


http://www.smartbrief.com/original/2018/08/are-you-ready-lead-purpose-driven-generation

https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-2018-millennial-survey-report.pdf

https://www.nielsen.com/ca/en/insights/reports/2015/the-sustainability-imperative.html


18What Are The Most Common Drivers of Activism?

Activism at All Universities 2015-2020


2015-2020All Institutions

Of the International Incidents…Of the Incidents Analyzed, Roughly Half Occurred at Public Institutions…

Racial Justice

Political Events/External Speakers

COVID Response

Labor/Worker Rights

Cost of Attendance

Gender Rights/Sexual Assault

Enviornmental Action

52% 48%Public Private

Europe,

12%Canada , 71%

South

Africa, 17%

55%

19%

7%

6%

5%4%4%



19How Will We Get it Right?

Higher Education’s Leadership Imperative

Beyond responding to the latest flashpoint or upsurge of

activism, our students are asking us to tackle issues that are

rooted in complex social challenges. Oftentimes, these issues

do not have a single ‘right’ answer. With today’s political

climate, any response (or even no response at all) is

contentious.”

Discussion Question

How do you anticipate the campus community will respond to the 2020 election and its aftermath?

1

PresidentPrivate University



20

Finding the “Failure Paths”

“After every major incident, there’s a series of articles and

conference presentations dissecting the response. What went

right, what didn’t go right, what they should have done

differently in that case. Beyond the incident-specific details

that could have been better managed, I want someone to

identify the failure paths for our university. What

assumptions and processes are making it unnecessarily

difficult for us to respond effectively?”

PresidentPublic University



21

A Roadmap for Improving Campus Flashpoint Preparedness and Response


Five Common Failure Paths

FAILURE PATH 1

Status-quo risk identification practices overlook potential campus flashpoints.

FAILURE PATH 2

Information about potential flashpoints is decentralized so institutions miss early opportunities to intervene.

FAILURE PATH 3

Leadership teams assume that existing relationships are sufficient for managing the institutional response strategy.

FAILURE PATH 4

Institutions are unsure if, when, and who should respond to current or potential flashpoints.

FAILURE PATH 5

Institutions address the immediate flashpoint incident, but not the broader context on campus.

5Failure

Paths

FOR COLLEGES AND UNIVERSITIES



22




FAILURE PATH 1


FAILURE PATH 2


FAILURE PATH 3


FAILURE PATH 4


FAILURE PATH 5


5Failure

Paths




23

Enterprise Risk Management (ERM) Is Sweeping Higher Ed

Failure Path #1

Source: Emsi AnalystTM; United Educators, ERM and Reputational Risk: More Talk Than Action?, 2017; EAB interviews and analysis.

The New Normal

ERM is a Growing Priority for University Leaders…

…And Reflected in Hiring Needs Across Higher Ed

113%Increase in job postings for risk-titled roles

64%Increase in job postings that include risk skills

Chief Risk Officer

Sample Job Responsibilities

• Manage enterprise risk management program and report on risk to Board

• Identify emerging reputational risks

• Develop and implement comprehensive risk treatment plans

1) Job postings data, Sept. 2016 – Aug. 2018

Institutions report discussing ERM at every board meeting

22% increase in discussing ERM at the full board level

1 in 4

United Educators, 2017 Emsi Analyst, 20181


https://www.ue.org/uploadedFiles/ERM%20and%20Reputational%20Risk%20White%20Paper.pdf


24

Climate-Related Risks Are a Continuing Blind Spot

Risk Identification Practices Overlook Flashpoints

Our campus has a well-oiled process

for assessing and managing financial,

operational, and compliance risks.

But we are not there yet with

respect to campus climate, in part

because of who is and is not involved

in risk discussions. We need to do a

better in order to prepare for the next

climate crisis.”

Vice President for Student LifePrivate University

Academic Programs3

Sexual Assault and Title IX2

Campus Climate1

Student Behaviors4

Higher Ed’s Business Model5

Flashpoints Are an Unfamiliar Risk Terrain Top Five Areas of Reputational Risk

United Educators, 2017

Of institutions believe they do not

have the ability to withstand a major

reputational risk event

54%

Source: Espinosa, L., Chessman, H., and Wayt, L. “Racial Climate on Campus: A Survey of College Presidents.” Higher Education Today, March 2016; United Educators, ERM and Reputation Risk: More Talk Than Action?, 2017; EAB interviews and analysis.


https://www.higheredtoday.org/2016/03/08/racial-climate-on-campus-a-survey-of-college-presidents

https://www.ue.org/uploadedFiles/ERM%20and%20Reputational%20Risk%20White%20Paper.pdf


25

Prepare for Reputational Risks by Proactively Identifying Flashpoints

Integrate Flashpoints in Campus Risk Assessment

Source: EAB Business Affairs Forum, Addressing Persistent and Emerging Campus Risks; EAB interviews and analysis.

Flashpoints Challenge Status Quo Risk Registers

Common Pitfall Recommended Action

Narrow Content Focus

Registers emphasize only financial,

operational, and compliance risks,

overlooking flashpoints

Update Your Risk Register

Include climate flashpoints and

reputational risks as distinct risks

Upgrade Your Risk Grading

Framework

Assess velocity and preparedness to

account for the rapidly evolving

nature of climate flashpoints

Limited Grading Framework

Registers assess only likelihood and

impact of potential risks,

downplaying reputational impacts

Prioritize Institutional Risks

Prioritize the risks most likely to

impact your institution, not unit-level

incident-specific risks

Range of Risk Altitudes

Attempts at being comprehensive

yield unwieldly lists of institutional,

divisional, and unit risks

Recommendation #1


https://www.eab.com/research-and-insights/business-affairs-forum/studies/2017/addressing-persistent-and-emerging-campus-risks


26Social Listening Helps Surface Emerging Risks

Provides Real-Time Intelligence for Flashpoint Management

Source: Gross, L. “The Higher Ed Social Listening Handbook.” EAB interviews and analysis.

VolumeHow many people are talking, and how often?

VoiceWho is driving the conversation? Who or what talked about?

SentimentIs the conversation positive, neutral, or negative?

Social Listening Helps Brands Make Sense of the Online Conversation

Actionable Insights Result in Strategic Brand Management

Size a growing crisis, target your response, and assess the impact

Learn how prospective students talk about you and your competitors

Identify and connect with student social media influencers

Apply social listening concepts to a climate flashpoint or crisis

Audit your social strategy to identify and address flashpoints

Explore enterprise social listening technology platforms

Social Listening Toolkit on EAB.com


http://info.campussonar.com/handbook


27

How Campus Sonar Gauged the Online Discussion Around a Duke Flashpoint

Case Study

Source: Hinkel, L. Case Study: Monitoring Conversations Around a social Media Crisis. Campus Sonar, Aug. 8, 2018; EAB interviews and analysis.

Social Listening in Action

Case Study: Duke University’s Coffee Shop Incident

Key Crisis Metrics

Actions by the coffee shop and rapper changed social conversation volume, trajectory, and sentiment over the course of the crisis

VOICE

Trending Hashtags

• #firemoneta

• #firecoffey

• #DismantleDukePlantation

SENTIMENTVOLUME

Increase in online mentions in the 10 days following the incident, compared to previous 10-day period

2033%

May 11

Baristas who played song fired

CSAO releases statement defending actions

Coffee shop chain cuts ties with Duke over incident and response

President issues apology, says Duke must do better

Song artist comments, reigniting fervor

May 7 May 12

Social Media Mentions (Representative)

May 10

CSAO complains about an “inappropriate” song in campus coffee shop

May 4 May 9 May 11


http://blog.campussonar.com/blog/case-study-monitoring-conversations-around-a-social-media-crisis


28How to Apply Social Listening to a Flashpoint

Monitor Three Factors to Evaluate Risk and Rightsize Response

Volume

• How often is the university being mentioned?

• How many people are talking about the issue?

• Which media outlets are reporting on it most?

• Number of online mentions

• Growth rate of online mentions

Key Questions

Sample Metrics

• Who are the primary influencers driving the conversation?

• Is the conversation growing or fading over time?

• Which institutional actors are involved?

• Percentage of conversation that references campus

• Top social influencers to engage

Voice

Key Questions

Sample Metrics

• Is the conversation positive, neutral, or negative?

• How is the media covering the conversation?

• Are there factual inaccuracies that need to be corrected?

• Most common words and phrases

• Percentage of conversation that is positive or negative

Sentiment

Key Questions

Sample Metrics



29




FAILURE PATH 1


FAILURE PATH 2


FAILURE PATH 3


FAILURE PATH 4


FAILURE PATH 5


5Failure

Paths




30Inefficient Risk Monitoring Hinders Agility

Campus Climate Flashpoints Develop Too Quickly for Current Processes

Three Challenges to Proactively Addressing Risk

“We know our staff have

valuable knowledge we could

use to get ahead of an incident.

But we need a set way to

piece everything together

before things erupt.”

Vice President for Student AffairsPrivate University

In-Person Risk Monitoring is Siloed

“Most campuses are conducting

social media monitoring…but in

2018 it’s akin to checking

your email or responding

when someone calls your

name on the street.”

Liz GrossCampus Sonar

Social Media Monitoring is Reactive

“Once an office has identified a

risk, we struggle to inform

others on campus. Beyond an

email blast here and there, we

don’t know what to try.”

Vice President for Student AffairsPublic University

Risk Elevationis One-Off



31

Multimodal Campuses Exacerbate Institutional Information Silos

Failure Path #2


Decentralized Information Hinders Risk Mitigation

Many Offices Have Access to Potentially Important Information…

…But Uncertainty and Confusion Hinder Action

Athletics

“An athlete just tested positive for COVID.”

Student Center

“Several students are making a political statement and refusing to wear masks.”

Information Technology

“This racist reddit thread is really blowing up. Virtual protests are being planned.”

Public Safety Department

“A fraternity is planning an off-campus party this weekend.”

“How do I know if this social media post will be problematic? Should I do something?”

“Who should I tell? I’m not sure who handles stuff like this.”

“How can I keep track of university events when everything’s virtual?

“Why do frontline staff always seem to know what’s happening on the ground and I’m not in the loop?”

Actionable info gets lost without established expectations on when and how to elevate potential risks



32

Four To-Dos to Expand Your Data Points


Collect and Coordinate Information Sharing

Ex: Earlham Collegecreated a social media dashboard to connect community during COVID-19 pandemic

Monitor Pulse

Use social listening data to monitor campus pulse

Debrief Regularly

Share key intel at cabinet meetings

Ex: Cornell University frontline staff share concerning activity with Dean of Students; DoS elevates critical information to senior leaders

Elevate Risks

Ex: Georgia Tech providing virtual support for student groups to register events online

Track Virtual Events

Create mechanisms to track virtual events on campus

Designate staff for reporting upwards

Cabinet Response Team

Senior leaders are routinely briefed about potential risks

Recommendation #1


https://earlham.edu/pulse/

https://gatech.campuslabs.com/engage/


33Beyond Social: Gather Early Intel From Campus

University of Miami Empowers Partners to Proactively Address Flashpoints


Campus Climate Committee

Purpose

Keep pulse on climate and catch potential issues early

Set Agenda Composed ofThree Simple Questions

How is my current work and initiatives affecting the campus climate for students?

1

2Are there any issues that may disrupt the climate on campus?

3Are there patterns or information that we all may need to address together?

Membership

30 members from a wide variety of student affairs departments

Structure

CSAO facilitates open discussion that promotes honest dialogue about emerging concerns

Logistics

Six 90-minute meetings per year, with dates set well in advance to minimize conflicts



34

Risk Briefings Ensure Leadership Awareness and Promote Early Action


Strengthen Awareness of Potential Flashpoints

z

President asks university

communications office to

maintain a running list

of potential flashpoints

1

Communications staff

monitor emerging

issues, including inbound

communications, social

media, higher ed trends,

and national news stories

z2

Cabinet discusses

emerging issues and

prioritizes top concerns

for risk mitigation and

early response

z4

Every 6 weeks, VP for

Communications briefs

president and cabinet

on top 10 flashpoint

risk areas

z3

Key Benefits

Provides regular forum for evolving discussions with leadership

Keeps risks related to climate flashpoints top-of-mind across the year

Enables longitudinal analysis of emerging areas of concern

Fosters earlier cabinet collaboration around risk mitigation tactics

1) Public Research University

Recommendation #2



35




FAILURE PATH 1


FAILURE PATH 2


FAILURE PATH 3


FAILURE PATH 4


FAILURE PATH 5


5Failure

Paths




36

Two Common Approaches Do Not Promote Quick and Consistent Responses

Failure Path #3

Source: ‘College Administrator Data/Turnover Rates: 2016-Present,’ Higher Ed Direct, Apr. 12, 2018; EAB interviews and analysis.

The Perils of the Status Quo

APPROACH #2

No New Team Required

“We already have so many related teams and task forces…do we really need one more?”

Emergency Management Teams are focused on campus safety and tactical response for true emergencies (e.g., natural disasters)

Behavioral Intervention Teams are focused on student behaviors and impact on campus community

Climate Taskforce matches in subject matter expertise, but often lacks senior perspective and tactical expertise

Existing Teams Fall Short in Scope, Skill, or Expertise

APPROACH #1

Relationship-Based Response

“We are a very close cabinet. I can always pick up the phone and call whoever I need for any situation.”

Assumption that primary actors will remain constant year over year

Lack of formal protocols because everything is based on conversations

Unrealistic expectation that preparation will happen when there is leftover time

Preparation Falls by Wayside as People Assume Relationships Will Suffice

Belief that strong relationships result in quickly coordinated action


https://hepinc.com/newsroom/college-administrator-data-turnover-rates-2016-present/


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Set a Specific Charter and Flexible Structure to Enable Agile Responses

Create a Dedicated Rapid Response Team


STEP 1

Determine Scope

Clarify Responsibilities

• Communications vs. tactical operations

• Specify how this group interacts with existing teams and departments

Identify Membership

Delineate Tiers

• Tier 1: Core members who are always activated in climate flashpoints

• Tier 2: Unit-level designees and/or subject matter experts

STEP 2

Define Roles

Assign Ownership for Next Steps

• Who does what as a crisis unfolds?

• Who has final sign-off authority?

• What terrain is each member responsible for?

STEP 3

Key Elements

Define specific parameters for when the team is activated – and when they are not

Educate campus and address expectations about team scope and responsibilities

Establish internal and external communication channels to receive and disseminate information

How to Assemble a Rapid Response Team for Flashpoints

Recommendation #3



38

Consider Internal and External Constituencies Who Need to Know More


Identify and Educate Key Stakeholders

SUGGESTED TALKING POINTS

Sample Categories and Questions

OverviewShort summary of current events and state of campus sentiment

Understanding the IssueContext around why the flashpoint is happening and potential implications

Articulating the University’s Response Explanation of the response strategy so far and looking ahead into the future

Addressing Top-of-Mind Concerns Guidance on answering difficult questions

Longer-Term Initiatives Information about the institution’s ongoing or forthcoming efforts to address related issues

Three Key Questions

1. Who internally needs to be aware of what’s happening?

• Cabinet

• Trustees

• Administrative assistants

2. Who needs to be able to educate external stakeholders?

• Admissions representatives

• Alumni relations and development staff

• Government relations staff

3. Who needs to understand how it might affect their daily roles and responsibilities?

• Cabinet

• Faculty

• Administrators and staff

Cheat Sheet for Briefing External Stakeholders about Flashpoint

Check out EAB’s FAQ Builder


https://attachment.eab.com/wp-content/uploads/2020/05/COVID-19-FAQ-Builder-KC-51120LR-1.pdf


39




FAILURE PATH 1


FAILURE PATH 2


FAILURE PATH 3


FAILURE PATH 4


FAILURE PATH 5


5Failure

Paths




40

…But Effective Responses Are Not


Incidents Are Variable and Unexpected…

Status Quo: Staff Race to Compose an Informed Response Each Time

How do our peers respond to these incidents?

Should we get a comment from the president?

What should we include about related resources?

What did we say last time?

Is this flashpoint part of a larger national trend?

Similar Incidents

Raise Similar Questions

“Every time there’s a controversy on

campus, I’m scrambling to pull

together past statements and I’m

Googling our peer institutions to find

what they’re saying. I feel rushed

because we want to issue a statement

quickly and it’s frustrating because

I’m sure I’ve looked for this

information before. There has to

be a faster way.”

Communications DirectorPublic University

The Result: Time-Consuming and Repetitive Work



41

Aspiration Shared by Many…

“I believe the president is a moral leader of

the university… I know it’s difficult, but I’d

like them to be more bold about standing

up for the values the campus espouses.”

Mark YudofFormer College President

…But Difficult in Execution

“Presidents find themselves having to

make such judgment calls all the time and

in turn they are judged by the quality of

those judgments.”

AnonymousFormer College President

Lack of Clarity and Varying Perspectives on When and How to Respond

Failure Path #4

Source: Lederman, D. “Leading in Turbulent Times: A Survey of Presidents.” Inside Higher Ed, March 9, 2018; Valbrun, M. “Walking a Tightrope on Controversial Speakers.” Inside Higher Ed, May 16, 2018; EAB interviews and analysis.

Should We Respond?

Presidents Split on Speaking Out About Political Issues

Inside Higher Ed, 2018 Presidents Survey

Of presidents said they intend to speak out more about issues beyond those directly affecting their college

Of presidents reported speaking out more on political issues in 2017 than they typically do

55%

54%


https://www.insidehighered.com/news/survey/survey-college-presidents-finds-worry-about-public-attitudes-confidence-finances

https://www.insidehighered.com/news/2018/05/16/timing-and-tone-are-key-college-presidents-response-controversial-speakers-campus?utm_source=Academica+Top+Ten&utm_campaign=b3d1cae214-EMAIL_CAMPAIGN_2018_05_17&utm_medium=email&utm_term=0_b4928536cf-b3d1cae214-51962845


42

Set Expectations Before a Flashpoint Arises, On or Off Campus

Clarify When the Institution Will Respond


GREEN ZONE

Mission Critical

YELLOW ZONE

Mission Indirect

RED ZONE

Mission Unrelated

Sample Issues

Institutional finances; student and employee health and safety; campus operations

Immigration policy; labor standards; national protests

Political events; state and federal policies not related to the university

Directly impacts the institution and community

Does not directly impact the mission and institution

Unrelated to the university’s mission or financial stability

Category

Chancellor and presidents can freely issue a statement

Time permitting, chancellor and presidents should consult with rapid advisory committee

Chancellor and presidents should generally avoid making statements on these topics

Process

University of Maine System’s Stoplight Framework Simplifies Decision Making for Institutional Statements

Recommendation #4

Routinely update framework to be relevant to current campus, national, and global climate



43




FAILURE PATH 1


FAILURE PATH 2


FAILURE PATH 3


FAILURE PATH 4


FAILURE PATH 5


5Failure

Paths




44

Institutions Face More Pressure to Address the Broader Context

Failure Path #5

Incident-Only Response Is No Longer Enough

• Racial slur is spray-painted onto the main sidewalks in the quad

• Quickly goes viral on social media, with many students expressing upset

FlashpointResponding to the Incident

Addressing the Broader Context

• Bias response team reaches out to related student groups

• University releases statement condemning the language

• Little time for ongoing follow up as busy staff move on to next flashpoint

• No larger community engagement initiatives

Responses Often Miss Critical Component

IllustrativeNEXT STEP


Addressing the Broader Context Is No Easy Task

Immediate incident response efforts are all-consuming

Wanting to get it “right” delays a comprehensive response

Difficult to make and communicate progress on systemic issues

Higher ed processes and decision making is slow moving



45

Emory University’s Commission Structure Addresses Underlying Concerns

Source: Emory University, Dialogue at Emory, 2018 EAB interviews and analysis.

Driving Reform at an Institutional Level

“Our goal was to build a structure that could accommodate issues from communities across campus. We want to hear directly from students. We want them to see our progress and know the system works. With this structure, our students went from marching in the street to working collaboratively with institutional partners to address these difficult issues.”

Dona Yarbrough, Senior Associate DeanEmory University

Social Justice Process Owners (SJPOs) Work to Resolve Each Issue

Faculty and staff selected as SJPOs based on their expertise and authority

Each SJPO leads a fluid working group of students, faculty, and staff to address a specific issue

SJPOs periodically report back to the full commission’s executive committee on progress and proposed next steps

Students’ Demands Drive a New Structure to Address Concerns

Fall 2015: Black student group presents administrators with 13 demands

Commission on Racial and Social Justice forms to address students’ demands

Emory pursues related initiatives for other student populations


http://dialogue.emory.edu/documents/daca/progress_reports/201704.pdf


46

Proactively Address Emerging Areas of Concern Using Varied Approaches

Address the Broader Context, Not Just the Incident

Facilitate Discussions

Tufts University’s College of Civic Life developed a guide for facilitated political discussions in preparation for 2020 election.

Track and Report

Cornell developed an online tracking system that reports the status of institutional initiatives on campus climate and diversity.

President wrote an open letter to campus community condemning racial injustice happening across the country and historically on U.S. college campuses.

Speak Out

Crowdsource ideas for university initiatives like George Washington University’s Building Renaming Framework

Solicit Solutions


https://idhe.tufts.edu/resource/facilitating-political-discussions-facilitator-training-workshop-guide

https://diversity.cornell.edu/our-story/institutional-initiatives

https://gocolgateraiders.com/news/2020/5/31/general-president-caseys-message-to-colgate-community.aspx


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FAILURE PATH 1


FAILURE PATH 2


FAILURE PATH 3


FAILURE PATH 4


FAILURE PATH 5


5Failure

Paths




48

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49

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