Unit Plan for the Office of Diversity, Equity & Inclusion

Diversity, Equity and Inclusion Strategic Plan

August 24, 2017

  1. ODEI Organizational Context

ODEI is one of many unique units within the university because its primary functions is already to actively promote diversity, equity and inclusion. ODEI is made up of the Center for Educational Outreach, the Business Office, U-M Detroit center, and the Office of Academic Multicultural Initiatives, and Wolverine Pathways.

From being one of the first universities to admit women in 1870 to our historic defense of race-conscious admission policies at the U.S. Supreme Court in 2003, the University of Michigan has had a fierce and longstanding commitment to diversity, equity and inclusion. Today the President, Provost and other Executive Officers, as well as other senior leaders urge us to continue this commitment by taking direct and thoughtful action to ensure that the University provides a welcoming and hospitable community where all its members can thrive.

Goals: Diversity, Equity and Inclusion

Diversity: We commit to increasing diversity, which is expressed in myriad forms, including race and ethnicity, gender and gender identity, sexual orientation, socio-economic status, language, culture, national origin, religious commitments, age, (dis)ability status, and political perspective.

Equity: We commit to working actively to challenge and respond to bias, harassment, and discrimination. We are committed to a policy of equal opportunity for all persons and do not discriminate on the basis of race, color, national origin, age, marital status, sex, sexual orientation, gender identity, gender expression, disability, religion, height, weight, or veteran status.

Inclusion: We commit to pursuing deliberate efforts to ensure that our campus is a place where differences are welcomed, different perspectives are respectfully heard and where every individual feels a sense of belonging and inclusion. We know that by building a critical mass of diverse groups on campus and creating a vibrant climate of inclusiveness, we can more effectively leverage the resources of diversity to advance our collective capabilities.

The mission of the Office of Diversity, Equity and Inclusion (ODEI) is to lead and support university wide initiatives focused on the recruitment of a diverse faculty, staff, and student body, while fostering an inclusive and equitable university community. Our office also engages surrounding communities in mission-focused, mutually beneficial partnerships.

ODEI was engaged in extensive transition and transformation in year 1 as we engaged in ongoing discussions about re-organization and the new, emerging work of several ODEI units. Thus, in year 1, it did not seem productive to engage in a full-blown DEI planning process that examines all four planning domains. It was therefore agreed that over the period of phase 1 and phase II, the planning would focus on two of the four planning domains – “Promoting an Equitable and Inclusive Community,” and “Recruitment, Retention and Development (RRD),” particularly as it relates to staff within the division.

This year we are engaging 3 of the four domains and including students and other constituents: staff, faculty, and community members).

  1. Planning Process Used/Data and Analysis/Key Findings

Planning Lead

  •    Lumas Helaire, Associate Director, Office of Academic Multicultural Initiatives

Planning Team

  •     Dana Davidson, Coordinator, Wolverine Pathways
  •    Kim Lijana, Associate Director, Center for Educational Outreach
  •    Feodies Shipp, Associate Director, Detroit Center

Planning Process Summary

The planning team will use data from the campus-wide climate survey for staff and students (coming this year), surveys, focus groups.

There were several types of engagement activities in year 1 with students, staff, faculty, and community members. Activities ranged from a symposium, trainings and education, to DEI-focused meetings and developing partnerships and writing grants aimed at increasing campus diversity.

The planning process began in December 2015 with an announcement to the division of the planning lead and that a planning team would be appointed. The planning team was selected to reflect a diversity of experiences and representation from each of the units within the division. The initial team was purposefully kept small. The expansion of the team is planned in the next phases of the process.

The planning team began meeting in January 2016 and examined existing data including:  staff demographic data provided by HR, existing committee/institutional reports, unit review related documents, and documents internal to our units that might provide information about the experiences of staff within the division.

Based on the information that was examined, the team found that additional data was needed and, as such, identified ways to collect data that would provide a more robust analysis of the current climate and related needs of the staff in the division. Strategies for collecting the additional, necessary information are outlined in Section IV.

The planning team consulted with members of the ODEI senior staff, as well as Vice provost Robert Sellers during the process. Unit directors were also provided an opportunity to provide feedback on an initial plan draft. Going forward, the planning team recognizes the need to obtain feedback from additional unit staff and students. As the planning process moves forward we will include temporary staff and students in the implementation process which continues to offer opportunities for review and feedback on the plan.

During the implementation in Year 1, the implementation team met twice a month to: get more familiarity with the plan (as the plan was inherited), work together to grasp the scope of the implementation team, and establish norms, goals and timelines. This process highlighted differences in culture amongst offices/units and allowed opportunities for offices/units to benefit from learning new ways of operating. The process also highlighted the need to increase capacity of ODEI to meet the needs and opportunities of having a strategic plan. In year 1, two members left the team because it resulted in an overwhelming workload. One member was included as the Center for Education Outreach filled the open position of Associate Director. To address the need for more resources, the implementation team sent a request for funds to hire a graduate student support staff member. The implementation team initiated conversations with leadership to communicate the need to support Associate Directors and Director of Detroit Office in reducing other duties/responsibilities to meet demands of being on the implementation team.

In addition to the actions of the implementation team, each of the offices/units continued the DEI related programming that was captured in the Year 1 report.

DIVERSITY

OUTREACH

University Outreach Council (CEO)

Wolverine Express (CEO)

GEAR UP – college preparatory (OAMI)

MCAC – college preparatory (CEO)

 

PATHWAYS TO U-M

Wolverine Pathways – 381 scholars in Detroit, Southfield, and Ypsilanti

Michigan Pursuing Our Dreams (MPOD) – transfer student program, 173 currently enrolled at U-M (OAMI)

 

EQUITY

STAFF SUPPORT & DEVELOPMENT

Began staff equity review

Initiated new staff onboarding process

Workshops on: Unconscious Bias, and Business Case for Diversity

 

STUDENT SUPPORT AND DEVELOPMENT

SuccessConnects – success coaching for all 1st year students (some of which happened to be first gen, URM, scholarship) (OAMI)

Educational Training workshops on outreach (CEO)

Student organization grant programs (Project Inspire in CEO and SAMI in OAMI)

 

INCLUSION

Powwow coordinated by OAMI

Graduation Celebrations – 270 graduates joined by 1,692 family members (Arab, Black, Native, Latino/a/x) (all celebrations are open to any graduating student at any level)

Concert of Colors at U-M Detroit Center

ODEI Staff Book Club

U-M MLK Symposium Keynote Lecture by Amy Goodman and Issa Rae, co-sponsored by Ross Business School and OAMI, over 4,000 attendees

 

III. Data and Analysis: Key Findings

Summary of Data

In Year 1, the DEI Implementation team collected quantitative and qualitative data from our unit to inform the strategic planning process. Entering year 2, we are analyzing professional development and career advancement data to establish a baseline and set goals for the year ahead. We are awaiting the results of the UM Campus-wide Staff Climate survey to establish a baseline and set goals for the future. We collected qualitative data to learn more about activities and initiatives currently underway in each unit, as well as, quick wins and bold ideas for the future.

Key Findings, Themes and Recommendations

  1. Analyzing the data to set goals and the baseline is imperative to inform our planning process moving forward.
  2. Through the qualitative data, we identified the need to more clearly and consistently communicate who we are, what we do, and to highlight our students and work to support a more diverse, equitable, and inclusive campus environment.
  3. We need to provide more opportunities and use additional methods to engage and update students on campus and the staff across ODEI about DEI related progress and opportunities on campus (ie. speakers, events, etc).
  4. Desire for increased collaboration across units in support of collective, campus-wide DEI progress.

 

Staff surveys has provided us with some important information about staff perceptions. Staff are split in terms of seeing paths for advancement and knowing the steps it takes to advance within ODEI and at U-M.

  • 65% reported they receive the coaching/feedback necessary to be successful in their work
  • 73% reported receiving training or guidance needed to be successful in their work.
  • Findings suggest leadership focus on strategic communication for career advancement pathways, increase feedback and training
  • Top 5 priorities for staff: finalize onboarding process, activities to support advancement, funds for DEI professional development, cultural awareness training, and strengthen pathways to conflict resolution

 

  1. Strategic Objectives, Measures of Success and Action Plans*

The strategic DE&I plan for the Office of Diversity, Equity and Inclusion (ODEI) covers undergraduate and graduate students, staff, faculty, and community members outside of the university. The strategic objectives, measures (metrics in some cases), and action items fall into three of the four domains identified by the university. The three domains we focus on are Recruitment, Retention and Development, Education & Scholarship, and Promoting an Equitable and Inclusive environment. The third domain, Service was not chosen because the implementation team does not conceptualize any of our units work being captured primarily by the Service definition though there may be some overlap.

This strategic plan has a considerable amount of action items and represents some critical paths to DEI at the university. The implementation team has considered how the units involved have a longstanding commitment and role in DEI over the years; and therefore have been intentional in considering how to gradually meet the objectives over 5 years. Thus, while the number of action items are ambitious, many of them represent ongoing DEI initiatives.

This plan includes action items related to all of the vital strategies.

  • Hiring and Selection (e.g. actions, policies, processes, development of tools, deeper dive analyses)
  • Recruitment (e.g. actions, policies, processes, deeper dive analyses)
  • Career Advancement (e.g. strategies, developing resources, pipeline, mentoring, deeper analyses)
  • Diversity skills (staff, students, faculty, other)
  • Climate enhancing activities (includes deeper dive analyses)
  • Pathways for conflict resolution (includes roles, procedures, communication, deeper analyses)

*All strategic objectives and related actions will be pursued in accordance with the law and University policy.

  1. A. Recruitment, Retention and Development

This domain is centered around how we engage various individuals or groups of people in our community in welcoming them into the institution, supporting them while they are here and contributing to their professional growth. Individuals and groups may fall into the categories of students, staff, faculty, or community members.

Undergraduate Students

Five-Year Strategic Objective 1:

Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students.

Measures of Success (for Objective 1):

Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth.

FY18 Actions:

  1. Continue Detroit Promise Scholars program which provides scholarships and retention supports to enrolled students from Detroit. The program contributes to diversity and equity in that the majority of the participants are low income, first generation, and underrepresented students.
  2. Expand MPOD (Michigan Pursuing Our Dreams) to six additional community colleges during 2017-2018. MPOD is a community college transfer program working with academically and or economically disadvantaged students currently at Washtenaw Community College through UM graduation.
  3. Continue GEAR UP (Gaining Early Awareness and Readiness for Undergraduate Programs – designed to increase the number of low-income children who go on to college) support of 147 freshmen who will enter the University of Michigan in the fall.

Primary DE&I Goal: Diversity

Other applicable domain: Inclusion

Five-Year Strategic Objective 2:

Continue to grow Wolverine Pathways through student participation, and successfully prepare students for entry into the university.

Measures of Success (for Objective 2):

Increase the numbers of participants (high schools) in Wolverine Pathways by our fall 2017 admissions and 2017-2018 recruitment and admissions processes. Have 50% or more of our seniors gain admittance to U-M, with 30% or more of that number electing to attend.

FY18 Actions:

  1. Hire a person to focus on scholar recruitment and the new cohort(s) application process. Continue to provide admitted scholars with academic enrichment experiences that supplement the work that schools and families are doing to prepare the young people to gain admittance to the University of Michigan. Provide in-depth instruction in the areas of English/Language Arts, science, mathematics, and the social sciences as exploring computer coding, financial literacy, and social and emotional learning, for example. Provide seniors with assistance in the college application process, including intensive review of essays.  

Primary DE&I Goal: Diversity

Other applicable domain: Inclusion

Staff

Five-Year Strategic Objective 1:

Ensure the diversity of staff at all levels of the division: Implement standards to improve the recruitment, hiring and selection process to enhance the potential for increasing the diversity of the staff.

Measures of Success (for Objective 1):

Finalize a recruiting, selection process, hiring, and onboarding guidelines designed to enhance the diversity of staff at all levels and distribute to all ODEI units.

FY18 Actions:

  1. Review and adopt university hiring guides/framework/toolkit and training reflecting best practices that support equitable and inclusive staff recruitment and hiring/selection and adhere to the university’s policies on equity, non-discrimination, compliance, EEO etc.
  2. Ensure that new policies and guidelines are communicated and implemented to support equitable and inclusive staff recruitment and hiring/selection.
  3. Include staff, via committees, in the development of a framework, standards, guides and training for policies and practices related to recruitment, hiring, selection, retention, and development.
  4. Finalize the onboarding process in Year 2 and train all staff in the process and all new staff will go through onboarding.

Primary DE&I Goal: Equity

Other applicable domain: Inclusion

Staff

Five-Year Strategic Objective 2:

Evaluate and improve practices that support the success, retention and promotion of a diverse staff.

Measures of Success (for Objective 2):

Retain 75% of unit staff.

FY18 Actions:

  1. Survey staff to understand barriers and supports to professional development.
  2. Develop activities to support professional development and career advancement.
  3. Provide funding for staff to support attendance at professional development activities that expand awareness of DEI issues.
  4. Assist staff in the recognition of competencies necessary to advance to higher staff and administrative positions internally and be supportive of their efforts to prepare themselves for advancement.
  5. Use the baseline data to meet with directors to set goals and strategies for year ahead for more equitable distribution of opportunities and funds. ODEI will develop a form or process for applying to pursue an opportunity so we can continue to monitor progress towards PD equity.

Primary DE&I Goal: Equity

Other applicable domain: Inclusion

  1. B. Education and Scholarship

This domain considers the teaching, training, and production of knowledge as it relates to contributing knowledge, skills, and attitudes that support DEI principles.

Staff

Five-Year Strategic Objective 1:

Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution.

Measures of Success (for Objective 1):

Number of workshops and trainings throughout the year.

FY18 Actions:

  1. OAMI And Wolverine Pathways will provide workshops/education on how to work and communicate with students with disabilities.
  2. OAMI And Wolverine Pathways will provide workshops/training for staff within ODEI around cultural competency

Primary DE&I Goal: Inclusion

Other applicable domain: Promoting an equitable and inclusive community

Undergraduate Students

Five-Year Strategic Objective 1:

Foster a positive climate for diversity that encourages undergraduate staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution.

Measures of Success (for Objective 1):

Number of workshops and trainings throughout the year.

FY18 Actions:  

  1. OAMI And Wolverine Pathways will provide workshops/training for students within ODEI around cultural competency.

Primary DE&I Goal: Inclusion

Other applicable domain: Promoting an equitable and inclusive community

  1. C. Promoting an Equitable and Inclusive Community

This domain considers how structure, processes, systems are extensions and directors of culture. The domain directs us to see our influence and responsibility to shape community, while simultaneously reminding us that the voices of many are required to shape community. This domain reminds us that community, like diversity, is a verb rather than a static state.

Undergraduate Students

Five-Year Strategic Objective 1:

Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students.

Measures of Success (for Objective 1):

Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth.

FY18 Actions:

  1. Expand SuccessConnects program which delivers programmatic components to provide holistic (academic, social, and personal) success of undergraduate students through one-on-one success coaching conducted by professional staff for first year students (freshmen and transfers) and second year scholars’ participation in one-on-one coaching delivered by junior/senior undergraduates that served in the role of Academic Success Partners. The program design includes a focus on students from communities that are underserved and underrepresented at the University of Michigan and also was open to any student that wanted to benefit from its opportunities.
  2. Professional staff will serve as advisor to PILOT and Project Lighthouse, which are SSOs. PILOT is a student program founded in 2010 and attracts a diverse collection of undergraduate students striving towards such broader mastery of leadership development, community building, and understanding the university from an organizational perspective. Project Lighthouse promotes higher education to inner-city Detroit Hmong American high school students in particular by encouraging academic success, exploring career opportunities, and preparing for college admission; Project Lighthouse activities are open to all students at the target high school. Undergraduate members plan and facilitate weekly workshops during the winter term of the school year and worked with students on-site in Detroit. Activities address (race relations, higher education goals, and career planning).
  3. Continue SAMI (Student Academic Multicultural Initiatives) which provides funding to recognized student organizations or students for diversity programs, or a personal event or project that is both academic and multicultural.

 

Primary DE&I Goal: Inclusion

Other applicable domain: Diversity

Five-Year Strategic Objective 2:

Utilize marketing and communication best practices to promote engagement with diversity, equity and inclusion

Measures of Success (for Objective 2):

The production of marketing campaigns and promotional materials directly created and used for ODEI’s DEI strategic plan.

FY18 Actions:

  1. Utilize social media to highlight student progress.
  2. Publicize broadly and explicitly; DEI events, workshops, speakers, etc. around campus throughout the year.
  3. Develop mechanisms, such as student forums, to solicit student feedback and ideas and ownership of DEI strategic plan every year.

Primary DE&I Goal: Inclusion

Other applicable domain:

Staff

Five-Year Strategic Objective 1:

Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution.

Measures of Success (for Objective 1):

Draft and implement ODEI unit diversity climate survey that assesses the strategic objective. Administer at two time points during the year.

FY18 Actions:

  1. As a division, explore the expanding definitions of diversity, equity and inclusion and how these impact the future work of the division
  2. Provide unit wide gatherings once a semester for leadership to share vision related to DEI and to reinforce positive group interactions that foster a healthy unit climate.
  3. On an annual basis, provide a series of division specific professional development/trainings for staff that will provide tools to be influential leaders and advocates for DEI across campus.
  4. Continue to establish a process to coordinate and share information with staff regarding diversity-related speakers, conferences and other related events.
  5. Provide ongoing (quarterly or by semester) updates and opportunities for staff to provide feedback on the DEI strategic planning process.
  6. Share the results (with leadership and staff) of the UM climate assessment, entitled The All Staff Climate Survey, created by ODEI Diversity Executive Leadership Team (Katrina’s team). Collectively staff will utilize findings to generate ideas for enhancing climate. The ideas will be use to create goals for climate in Year 2.
  7. Evaluate the need, benefit, and function of a reward and recognition program to enhance and contribute to DEI goals as stated in the strategic plan coupled with broader organizational/unit goals.
  8. Continue to develop and communicate pathways to conflict resolution for responding to issues where staff may feel/perceive/experience a climate that is not inclusive. Coordinate with existing University policies and get review from others in OGC of any unit-specific approaches to ensure that there are no speech or employment issues created.Next steps are to explore the mediation resources available in greater depth and arrange for professional development opportunity on what these resources have to offer for the ODEI units. Provide training and leadership to staff on models of conflict resolution that demonstrate attention to how cultural differences challenge conflict resolution and how it may also facilitate conflict resolution.

 

Primary DE&I Goal: Equity

Other applicable domain: Recruitment, Retention and Development

  1. D. Service (as applicable)

This domain ensures that DEI efforts are part of every fabric of the institutional identity and practice. It highlights that DEI is not just about how we act within the academic side of the institution but is also about our intentional engagement beyond the campus.

Overall

Five-Year Strategic Objective 1:

Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students.

Measures of Success (for Objective 1):

Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth.

FY18 Actions:

  1. OAMI will coordinate end-of-the-year cultural events, open to all who are interested, that celebrate the achievements, commonalities and differences that characterize the experiences of African/African-American, Arab, Latino/a, and Native communities. The graduation celebrations are part of the larger commencement experience on campus and mark a tradition of valuing the various cultural offerings to the University and world community.
  2. OAMI coordinates U-M Annual Martin Luther King, Jr. Symposium Keynote Lecture focused on current political climate and prevailing and competing political ideologies across America, and provide space for young innovators in media to play a role in inspiring inclusion.
  3. OAMI will partner with the Native American Student Association (NASA) to host the annual Dance for Mother Earth Powwow in April. This event provides an opportunity for you and the U-M community to experience and honor Native American heritage and history. The U-M Annual Dance for Mother Earth Powwow is one of the largest student-run Powwows in the country.

 

Primary DE&I Goal: Promoting an equitable and inclusive community

Other applicable domain: Inclusion

Five-Year Strategic Objective 2:

The objective of the Detroit Center’s support of the MLK Symposium is to expand the reach of the event to the Detroit Community.

Measures of Success (for Objective 2):

Number of attendees at event.

FY18 Actions:

  1. In commemoration of Martin Luther King, Jr. Day, the University of Michigan Detroit Center will host an annual simulcast of the symposium keynote program from Ann Arbor. In addition, the Detroit Center will also host a lunch and panel discussion surrounding the symposium theme, while incorporating a Detroit perspective.

Primary DE&I Goal: Promoting an equitable and inclusive community

Other applicable domain: Inclusion

Five-Year Strategic Objective 3:

The objective of the Concert of Colors is to engage University and City community members through musical performances that demonstrate diversity by representing different cultures, styles, and genres of music.

Measures of Success (for Objective 3):

Number of attendees at event.

FY18 Actions:

  1. The University of Michigan Detroit Center will host the outdoor portion of the Concert of Colors festival, now known as the Wolverine Outdoor Stage (WOS). In the spirit of the festival, the WOS offer a diverse collection of music that continues to draw larger crowds with each passing year.

Primary DE&I Goal: Promoting an equitable and inclusive community

Other applicable domain: Inclusion

Five-Year Strategic Objective 4:

The Detroit Connector provides transportation between Ann Arbor and Detroit in support of curricular, co-curricular, research, service-learning and community service opportunities. The Connector also facilitates cultural enrichment and exchanges allowing the University community to utilize the region’s rich arts and scholarly resources. The service is available to U-M faculty, staff and students with a valid UMID, as well as partners involved in a current University initiative.

Measures of Success (for Objective 4):

Number of riders.

FY18 Actions:

  1. The Detroit Connector will provide transportation between Ann Arbor and Detroit in support of curricular, co-curricular, research, service-learning and community service opportunities. The Connector facilitates cultural enrichment and exchanges allowing the University community to utilize the region’s rich arts and scholarly resources. The service is available to U-M faculty, staff and students with a valid UMID, as well as partners involved in a current University initiative.

Primary DE&I Goal: Promoting an equitable and inclusive community

Other applicable domain: Inclusion

Five-Year Strategic Objective 5:

K-12 Outreach Hub: The refined mission: The Center for Educational Outreach (CEO) supports and advances the University of Michigan’s commitment to educational outreach and academic excellence. CEO partners with faculty, staff, and students to develop and implement programs that inform, engage, and inspire a diverse community of scholars.

Measures of Success (for Objective 5):

# of units served

# of students served

# of referrals

Grow contact list

Grow UOC

Grow Faculty Forum

 

FY18 Actions:

  1. Development of technology infrastructure; Development of faculty community of practice (Faculty Forum and S.O.S Fellowship; Consult with schools and colleges; Watson A. Young Scholarship; Deliver custom campus visits for underserved schools; Michigan College Advising Corps; Project Inspire Grants and Workshops; Wolverine Express; University Outreach Council; Michigan Pre-College and Youth Outreach Conference.

Primary DE&I Goal: Promoting an equitable and inclusive community

Other applicable domain: Inclusion

  1. Goal-related Metrics – School, college or unit measures tracked over time

University wide Metrics:

With regard to the three goals of the Strategic Plan, the university will track and publish overall metrics relating to the three goals. Items under discussion for these university-wide, goal-related metrics:

  • Diversity: makeup of freshman class, diversity of faculty at all levels, diversity of staff, diversity of workforce overall, diversity of students overall, completion rates for all students at all levels.
  • Equity: # reported incidents, reports on adverse impacts.
  • Inclusion: results on UM climate measures of faculty, staff and students.

School, College or Unit Metrics

Diversity

Makeup of workforce

Make up of supervisor cohort

Equity

Demographics of pool of employees promoted in past year

Demographics within salary bands of employees

Inclusion

# participants in skill and cultural training opportunities

Climate survey results by area

  1. Action Planning Tables with Details and Accountabilities
  2. A. Recruitment, Retention and Development
Key Constituency Strategic Objective Measure of Success Detailed Actions Planned (measurable, specific) Group/persons accountable Resources needed (if applicable)
Staff Ensure the diversity of staff at all levels of the division: Implement standards to improve the recruitment, hiring and selection process to enhance the potential for increasing the diversity of the staff. Finalize a recruiting, selection process, hiring, and onboarding guidelines designed to enhance the diversity of staff at all levels and distribute to all ODEI units. Review and adopt university hiring guides/framework/toolkit and training reflecting best practices that support equitable and inclusive staff recruitment and hiring/selection and adhere to the university’s policies on equity, non-discrimination, compliance, EEO etc. Staff Engagement Committee- Equity
Staff Ensure the diversity of staff at all levels of the division: Implement standards to improve the recruitment, hiring and selection process to enhance the potential for increasing the diversity of the staff. Finalize a recruiting, selection process, hiring, and onboarding guidelines designed to enhance the diversity of staff at all levels and distribute to all ODEI units. Ensure that new policies and guidelines are communicated and implemented to support equitable and inclusive staff recruitment and hiring/selection. Staff Engagement Committee- Equity
Staff Ensure the diversity of staff at all levels of the division: Implement standards to improve the recruitment, hiring and selection process to enhance the potential for increasing the diversity of the staff. Finalize a recruiting, selection process, hiring, and onboarding guidelines designed to enhance the diversity of staff at all levels and distribute to all ODEI units. Include staff, via committees, in the development of a framework, standards, guides and training for policies and practices related to recruitment, hiring, selection, retention, and development. Staff Engagement Committee & DEI Implementation Team Inclusion
Staff Ensure the diversity of staff at all levels of the division: Implement standards to improve the recruitment, hiring and selection process to enhance the potential for increasing the diversity of the staff. Finalize a recruiting, selection process, hiring, and onboarding guidelines designed to enhance the diversity of staff at all levels and distribute to all ODEI units. Identify a data source to determine staff diversity that may be used for establishing metrics and/or baselines. DEI Implementation Team- Equity
Staff Ensure the diversity of staff at all levels of the division: Implement standards to improve the recruitment, hiring and selection process to enhance the potential for increasing the diversity of the staff. Finalize a recruiting, selection process, hiring, and onboarding guidelines designed to enhance the diversity of staff at all levels and distribute to all ODEI units. Finalize the onboarding process in Year 2 and train all staff in the process and all new staff will go through onboarding. Staff Engagement Committee & ODEI leadership -Equity
Staff Evaluate and improve practices that support the success, retention and promotion of a diverse staff. Retain 75% of unit staff Survey staff to understand barriers and supports to professional development. DEI Implementation Team- Inclusion
Staff Evaluate and improve practices that support the success, retention and promotion of a diverse staff. Retain 75% of unit staff Develop activities to support professional development and career advancement. DEI Implementation Team – Equity
Staff Evaluate and improve practices that support the success, retention and promotion of a diverse staff. Retain 75% of unit staff Provide funding for staff to support attendance at professional development activities that expand awareness of DEI issues. DEI Implementation Team Equity
Staff Evaluate and improve practices that support the success, retention and promotion of a diverse staff. Retain 75% of unit staff Assist staff in the recognition of competencies necessary to advance to higher staff and administrative positions internally and be supportive of their efforts to prepare themselves for advancement. DEI Implementation Team & ODEI Leadership- Equity
Staff Evaluate and improve practices that support the success, retention and promotion of a diverse staff. Retain 75% of unit staff Use the baseline data to meet with directors to set goals and strategies for year ahead for more equitable distribution of opportunities and funds. ODEI will develop a form or process for applying to pursue an opportunity so we can continue to monitor progress towards PD equity. DEI Implementation Team – Equity
Students Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth. Continue Detroit Promise Scholars program which provides scholarships and retention supports to enrolled students from Detroit. The program contributes to diversity and equity in that the majority of the participants are low income, first generation, and underrepresented students. OAMI- Diversity
Students Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth. Continue GEAR UP (Gaining Early Awareness and Readiness for Undergraduate Programs – designed to increase the number of low-income children who go on to college) support of 147 freshmen who will enter the University of Michigan in the fall. OAMI- Diversity (CEO partner)
Students Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth. Expand MPOD (Michigan Pursuing Our Dreams) to six additional community colleges during 2017-2018. MPOD is a community college transfer program working with academically and or economically disadvantaged students currently at Washtenaw Community College through UM graduation. OAMI- Diversity
Students (WP Scholars) Continue to grow Wolverine Pathways through student participation, and successfully prepare students for entry into the university. Increase the numbers of participants in WP by our fall 2017 admissions and 2017-2018 recruitment and admissions processes. Have 50% or more of our seniors gain admittance to U-M, with 30% or more of that number electing to attend. Hire a person to focus on scholar recruitment and the new cohort(s) application process. Continue to provide admitted scholars with academic enrichment experiences that supplement the work that schools and families are doing to prepare the young people to gain admittance to the University of Michigan. Provide in-depth instruction in the areas of English/Language Arts, science, mathematics, and the social sciences as exploring computer coding, financial literacy, and social and emotional learning, for example. Provide seniors with assistance in the college application process, including intensive review of essays. Wolverine Pathways- Diversity

VI.B. Education and Scholarship

Key Constituency Strategic Objective Measure of Success Detailed Actions Planned (measurable, specific) Group/persons accountable Resources needed (if applicable)
Staff Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. Number of workshops and trainings throughout the year. OAMI And Wolverine Pathways will provide workshops/education on how to work and communicate with students with disabilities. OAMI + Wolverine Pathways Inclusion
Staff Foster a positive climate for diversity that encourages staff members and students to grow and embrace diversity as a core value and as a vital component of the division and the institution. Number of workshops and trainings throughout the year. OAMI And Wolverine Pathways will provide workshops/training for staff within ODEI around cultural competency OAMI + Wolverine Pathways Inclusion
Students Foster a positive climate for diversity that encourages staff members and students to grow and embrace diversity as a core value and as a vital component of the division and the institution. Number of workshops and trainings throughout the year. OAMI And Wolverine Pathways will provide workshops/training for students within ODEI around cultural competency OAMI + Wolverine Pathways Inclusion

VI.C. Promoting an Equitable and Inclusive Community

Key Constituency Strategic Objective Measure of Success Detailed Actions Planned (measurable, specific) Group/persons accountable Resources needed (if applicable)
Staff Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. Draft and implement ODEI unit diversity climate survey that assesses the strategic objective. Administer at two time points during the year. As a division, explore the expanding definitions of diversity, equity and inclusion and how these impact the future work of the division. DEI Implementation Team- Inclusion
Staff Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. Draft and implement ODEI unit diversity climate survey that assesses the strategic objective. Administer at two time points during the year. Provide unit wide gatherings once a semester for leadership to share vision related to DEI and to reinforce positive group interactions that foster a healthy unit climate. ODEI Implementation Team- Inclusion
Staff Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. Draft and implement ODEI unit diversity climate survey that assesses the strategic objective. Administer at two time points during the year. On an annual basis, provide a series of division specific professional development/trainings for staff that will provide tools to be influential leaders and advocates for DEI across campus. ODEI Implementation Team- Equity
Staff Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. Draft and implement ODEI unit diversity climate survey that assesses the strategic objective. Administer at two time points during the year. Continue to establish a process to coordinate and share information with staff regarding diversity-related speakers, conferences and other related events. Communications Committee- Inclusion
Staff Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. Draft and implement ODEI unit diversity climate survey that assesses the strategic objective. Administer at two time points during the year. Provide ongoing (quarterly or by semester) updates and opportunities for staff to provide feedback on the DEI strategic planning process. DEI Implementation Team- Inclusion
Staff Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. Draft and implement ODEI unit diversity climate survey that assesses the strategic objective. Administer at two time points during the year. Share the results (with leadership and staff) of the UM climate assessment, entitled The All Staff Climate Survey, created by ODEI Diversity Executive Leadership Team (Katrina’s team). Collectively staff will utilize findings to generate ideas for enhancing climate. The ideas will be use to create goals for climate in Year 2. DEI Implementation Team- Inclusion
Staff Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. Draft and implement ODEI unit diversity climate survey that assesses the strategic objective. Administer at two time points during the year. Evaluate the need, benefit, and function of a reward and recognition program to enhance and contribute to DEI goals as stated in the strategic plan coupled with broader organizational/unit goals. DEI Implementation Team- Equity
Staff Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. Draft and implement ODEI unit diversity climate survey that assesses the strategic objective. Administer at two time points during the year. Continue to develop and communicate pathways to conflict resolution for responding to issues where staff may feel/perceive/experience a climate that is not inclusive. Coordinate with existing University policies and get review from others in OGC of any unit-specific approaches to ensure that there are no speech or employment issues created.Next steps are to explore the mediation resources available in greater depth and arrange for professional development opportunity on what these resources have to offer for the ODEI units. Provide training and leadership to staff on models of conflict resolution that demonstrate attention to how cultural differences challenge conflict resolution and how it may also facilitate conflict resolution. DEI Implementation Team- Equity
Students Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth. Expand SuccessConnects program which delivers programmatic components to provide holistic (academic, social, and personal) success of undergraduate students through one-on-one success coaching conducted by professional staff for first year students (freshmen and transfers) and second year scholars’ participation in one-on-one coaching delivered by junior/senior undergraduates that served in the role of Academic Success Partners. The program design includes a focus on students from communities that are underserved and underrepresented at the University of Michigan and also was open to any student that wanted to benefit from its opportunities. OAMI- Inclusion
Students Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth. Professional staff will serve as advisor to PILOT and Project Lighthouse, which are SSOs. PILOT is a student program founded in 2010 and attracts a diverse collection of undergraduate students striving towards such broader mastery of leadership development, community building, and understanding the university from an organizational perspective.

Project Lighthouse promotes higher education to inner-city Detroit Hmong American high school students in particular by encouraging academic success, exploring career opportunities, and preparing for college admission; Project Lighthouse activities are open to all students at the target high schools. Undergraduate members plan and facilitate weekly workshops during the winter term of the school year and worked with students on-site in Detroit. Activities address (race relations, higher education goals, and career planning).

OAMI- Diversity
Students Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth. Continue SAMI (Student Academic Multicultural Initiatives) which provides funding to recognized student organizations or students for diversity programs, or a personal event or project that is both academic and multicultural. OAMI- Inclusion
Students Utilize marketing and communication best practices to promote engagement with diversity, equity and inclusion The production of marketing campaigns and promotional materials directly created and used for ODEI’s DEI strategic plan. Utilize social media to highlight student progress Communications Committee – Inclusion
Students Utilize marketing and communication best practices to promote engagement with diversity, equity and inclusion The production of marketing campaigns and promotional materials directly created and used for ODEI’s DEI strategic plan. Publicize broadly and explicitly; DEI events, workshops, speakers, etc. around campus throughout the year Communications Committee- Inclusion
Students Utilize marketing and communication best practices to promote engagement with diversity, equity and inclusion The production of marketing campaigns and promotional materials directly created and used for ODEI’s DEI strategic plan. Develop mechanisms, such as student forums, to solicit student feedback and ideas and ownership of DEI strategic plan every year DEI Implementation Team – Inclusion

VI.D. Service

Key Constituency Strategic Objective Measure of Success Detailed Actions Planned (measurable, specific) Group/persons accountable Resources needed (if applicable)
Campus-wide Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth. OAMI will coordinate end-of-the-year cultural events, open to all that are interested, that celebrate the achievements, commonalities and differences that characterize the experiences of African/African-American, Arab, Latino/a, and Native communities. The graduation celebrations are part of the larger commencement experience on campus and mark a tradition of valuing the various cultural offerings to the University and world community. OAMI-Diversity
Campus-wide Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth. OAMI will partner with the Native American Student Association (NASA) to host the annual Dance for Mother Earth Powwow in April. This event provides an opportunity for you and the U-M community to experience and honor Native American heritage and history. The U-M Annual Dance for Mother Earth Powwow is one of the largest student-run Powwows in the country. OAMI-Diversity
Campus-wide Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Draft survey that queries ODEI units on the campus and external constituencies with which they collaborate and cooperate to sustain and grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. Administer survey at two time points in the year to assess sustainment and growth. OAMI will Coordinate U-M Annual Martin Luther King, Jr. Symposium Keynote Lecture focused on current political climate and prevailing and competing political ideologies across America, and provide space for young innovators in media to play a role in inspiring inclusion. OAMI-Inclusion
Other – community members The objective of the Detroit Center’s support of the MLK Symposium is to expand the reach of the event to the Detroit Community. Number of attendees at event In commemoration of Martin Luther King, Jr. Day, the University of Michigan Detroit Center will host an annual simulcast of the symposium keynote program from Ann Arbor. In addition, the Detroit Center will also host a lunch and panel discussion surrounding the symposium theme, while incorporating a Detroit perspective. OAMI- Inclusion
Other – community members The objective of the Concert of Colors is to engage University and City community members through musical performances that demonstrate diversity by representing different cultures, styles, and genres of music. Number of attendees at event The University of Michigan Detroit Center will host the outdoor portion of the Concert of Colors festival, now known as the Wolverine Outdoor Stage (WOS). In the spirit of the festival, the WOS offer a diverse collection of music that continues to draw larger crowds with each passing year. OAMI- Inclusion
Other – community members The Detroit Connector provides transportation between Ann Arbor and Detroit in support of curricular, co-curricular, research, service-learning and community service opportunities. The Connector also facilitates cultural enrichment and exchanges allowing the University community to utilize the region’s rich arts and scholarly resources. The service is available to U-M faculty, staff and students with a valid UMID, as well as partners involved in a current University initiative. Number of riders The Detroit Connector will provide transportation between Ann Arbor and Detroit in support of curricular, co-curricular, research, service-learning and community service opportunities. The Connector facilitates cultural enrichment and exchanges allowing the University community to utilize the region’s rich arts and scholarly resources. The service is available to U-M faculty, staff and students with a valid UMID, as well as partners involved in a current University initiative. Detroit Center- Diversity
Campus-wide support K-12 Outreach Hub: The refined mission: The Center for Educational Outreach (CEO) supports and advances the University of Michigan’s commitment to educational outreach and academic excellence. CEO partners with faculty, staff, and students to develop and implement programs that inform, engage, and inspire a diverse community of scholars. # of units served

# of students served

# of referrals

Grow contact list

Grow UOC

Grow Faculty Forum

Development of technology infrastructure; Development of faculty community of practice (Faculty Forum and S.O.S Fellowship; Consult with schools and colleges; Watson A. Young Scholarship; Deliver custom campus visits for underserved schools; Michigan College Advising Corps; Project Inspire Grants and Workshops; Wolverine Express; University Outreach Council; Michigan Pre-College and Youth Outreach Conference. CEO- Diversity

VII. Plans for Supporting, Tracking and Updating the Strategic Plan

The DEI Implementation Lead is the key contact for stewardship of the plan in FY18. He will be assisted by the Associate Director of CEO in tracking and supporting the plans implementation, and the head of ODEI’s Business Office.

These groups will conduct a review of the plan in Fall 2017 with multiple constituencies (students, staff, faculty, community members) and gather feedback and additional ideas to be implemented throughout the year. A midyear status report on progress will be presented to the liaison from the Diversity Executive Leadership Team in January and a final evaluation of Year Two success measures, accomplishments against the plan as well as Year Three recommendations will be presented to ODEI Leadership beginning in May, 2018.