Commission on Climate, Culture and Well-being
Background
In 2025, President Gerry Bradley created the Commission on Climate, Culture and Well-being to examine the conditions shaping faculty and staff members’ experiences at the University of Louisville. This group conducted a thorough assessment of our campus climate and provided a comprehensive report presenting findings and recommendations in June 2026.
To address challenges identified in the report, the UofL Board of Trustees charged President Bradley with improving campus climate and facilitating a culture of well-being, making this work part of the university’s strategic plan and integrating these efforts into all facets of the institution.
Progress will be measured annually through a survey of faculty and staff.
Vision
The University of Louisville aspires to be a thriving campus community — one where every individual feels deeply valued, respected and empowered. We envision a culture rooted in belonging, accountability and holistic well-being, where all members of the university community are supported in reaching their fullest potential.
Presidential Commission on Climate, Culture and Well-being
CCCW Report to the President
2026-27 Action Plan
As shared in a September 2026 message to employees, university leaders committed to several action items designed to address concerns and implement recommendations surfaced through the CCCW Report. Progress toward these action items is outlined below.
Compensation, professional management and career development
| Action | Status | Notes |
|---|---|---|
| Address salary compression/compensation | In progress | Evaluating scope and scale of effort |
| Maintain regular market and equity reviews tied to budget planning | In progress | Evaluating scope and scale of effort |
| Tie required training to performance evaluations | In progress | |
| Address advisors’ workloads | Complete | Four advisors hired for fall 2026 |
| Publish compensation philosophy and career advancement guidance | In progress | |
| Improve communication about compensation decisions and timelines | In progress | Communications plan in development |
| Reinstate support for internal mobility and internal candidate opportunities | To do |
Employee well-being and workplace culture
| Action | Status | Notes |
|---|---|---|
| Revise Sick Leave Policy to clearly encompass mental healthcare | In progress | In review with HRAC |
| Review retaliation policy and benchmark definitions of bullying against peer institutions | In progress | |
| Complete 360 reviews for senior university leaders | Complete | President Bradley and the executive leadership team were evaluated in a 360-review process during summer of 2026. Review President Bradley’s evaluation here. |
| Expand and normalize mental health resources | In progress | Mental health program for faculty and faculty flourishing effort |
| Develop employee resource groups (within legal limits) | In progress | |
| Establish explicit mechanism for employees to report and address uncompensated additional duties without penalty | To do | |
| Require supervisor training on communication, workload management and trauma-informed leadership | In progress | Curriculum in early stages of development; created manual for onboarding supervisors |
Shared governance and communication
| Action | Status | Notes |
|---|---|---|
| Engage and communicate with shared governance groups earlier for big decisions | In progress | HRAC activated to advise leadership on major decisions |
| Improve communication | In progress | Monthly Town Halls scheduled for fall 2026; new VPOCM hired fall 2026; feedback mechanism for Town Halls created fall 2026 |
| Improve opportunities for faculty and staff to participate in shared governance | In progress | Information about shared governance opportunities included in employee onboarding; regular communication about opportunities in UofL Today |
Campus safety and security
| Action | Status | Notes |
|---|---|---|
| Visible police presence and installation of new cameras | Complete but ongoing | Police presence increased at HSC; Conducted a campuswide assessment of security camera coverage; $900k invested in expanding and improving UofL’s security systems; filled 5 unfilled lines for police officers in summer/fall 2026 |
| Expand adoption of safety tools | In progress | SafeZone app launched fall 2026; SafeZone adoption comms plan ongoing |
| Review policies and privacy standards in the context of cameras | In progress |
Facilities, operations and institutional effectiveness
| Action | Status | Notes |
|---|---|---|
| Assess and increase HR staffing to support compensation systems and career frameworks | In progress | Two positions being added in fall 2026; new Workday evaluation system in development; supervisor training for new evaluation system in development |
| Ensure ongoing focus and implementation of CCCW recommendations | In progress | Monthly CCCW meetings with executive leadership being held; Webpage updated to reflect action and progress |