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The University serves not only as a place for intellectual endeavour, but also as a social and physical home. Within that context, students learn about appropriate behaviours from the signals our University structures send. Our services and processes for support need to be obvious, organized, proactive, and transparent.

12. Provide an inclusive environment for engagement in sport

A) Continue to explore the gender balance, domestic/international student balance, and other potentially exclusionary practices in athletics and recreation at Dalhousie to assess the diversity of students participating in sport. If students have uneven access to sport, consider how to support the engagement of all students in the athletics mandate. Work with partners in Halifax to build a more inclusive approach to sport for persons with disabilities.
Timeline: Medium term
Accountability: Athletics and Recreation, in coordination with Strategic Direction Charter 1.3  

B) Expand the hours of Dalhousie’s athletic facilities so that students can participate in sport a couple of hours later into the evening to enable greater participation in non-elite team sports by a broader and more diverse group of students.
Timeline: Medium term
Accountability: Athletics and Recreation, in coordination with Strategic Direction Charter 1.3  

C) Review our athletics and recreation program to ensure that we are providing student participants with sufficient supports for healthy engagement, given that we know from other university reports that athletics, and most particularly elite athletics, can provide both a strong site for inclusion, but also a site of sexualized violence and exclusion.
Timeline: Short term
Accountability community: Human Rights, Equity, and Harassment Office, Executive Director (Student Life), student athletes, in coordination with Strategic Direction Charter 1.3  

D) Adopt a zero-tolerance approach to hazing in Dalhousie’s hazing policy. Hazing practices, whether in faculties or athletics, create a culture of exclusion. The practices are often aligned with dangerous levels of alcohol or other intoxicant consumption, sexualized violence, homophobia, self-denigrating acts, and racism.
Timeline: Medium term
Accountability community: Office of the Vice-Provost Student Affairs, and Senate, in coordination with Strategic Direction Charter 1.3

13. Respond to behaviour that is inconsistent with Dalhousie’s commitment to an inclusive and diverse community

A) Promote counselling services and supports available to students with substance abuse, practices of unhealthy sexual engagement, and other asocial behaviours.
Timeline: Short term
Accountability: Student Services, in coordination with Strategic Direction Charter 1.3  

B) We support the work of the University Alcohol Use Advisory Committee and recommend that it include a representative from the Office of Human Rights, Equity, and Harassment Prevention and include consideration of the interaction between alcohol use and sexualized violence.
Timeline: Short term
Accountability community: Student Services, in coordination with Strategic Direction Charter 1.3  

C) Consider ways to enhance respect within faculties and units. We heard frequently about the hierarchical and heavily bureaucratic structure at Dalhousie. We heard that some supervisors silence staff who are seen to be subordinate; that junior colleagues are often dismissed; and that support staff are rarely consulted about matters that affect their daily lives at work. We recommend exit interviews and monitoring turnover rates as a means of better understanding the pressures within faculties and units, and to support taking steps to address those issues.
Timeline: Medium term
Accountability: Offices of the Provost and Vice- President Academic, Vice-President Research, Vice-President Finance, and Vice-President External Relations, in coordination with Strategic Direction Charter 5.7  

D) Develop a University-wide social media use policy that addresses respect and diversity.
Timeline: Medium term
Accountability community: Legal Counsel’s Office and Senate with support from the Human Rights, Equity, and Harassment Prevention Office

14. Build an integrated and comprehensive strategy to promote student, faculty, and staff wellness

A) Ensure that mental health is central in the development of student and faculty/staff wellness plans and make those plans public. We heard many concerns about aspects of mental health, and we heard about a range of different supports and unique initiatives on campus. Given the importance of mental health for all members of our community – students, staff, and faculty – we recommend that Dalhousie take a leadership role in the region in developing a road map for mental health.
Timeline: Long term
Accountability community: Office of the Vice- Provost Student Affairs, Human Resources, DSU, in coordination with Strategic Direction Charters 1.3 and 5.1