Year 3 Diversity, Equity and Inclusion Strategic Plan
October 2, 2018 | FY19 Action Items
I. ODEI Organizational Context
ODEI is one of many unique units within the university where its primary functions is already to actively promote diversity, equity and inclusion. ODEI is made up of its Assistant Vice Provosts, the Center for Educational Outreach, the Business Office, 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. Moving into Year 2 and Year 3 we have added action items into the Service Domain.
This year we are engaging all four domains and including students and other constituents: staff, students, faculty, and community members.
II. Planning Process Used/Data and Analysis/Key Findings
Planning Lead
Planning Team
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 2 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 for year 2 began in summer of 2017 with presentations at all-staff meeting for ODEI. Progress from year 1 was presented by each unit and was followed by a review of the proposed year 2 plan. Staff were then asked to individually prioritize all of the action items. The planning team also consulted with members of the ODEI senior staff, as well as Vice Provost/CDO 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 of the plan.
The planning team began meeting in February 2018 to review the climate assessment report and prepare for its rollout. The report was rolled out in staff meetings where leadership in the office asked staff the series of questions proposed by the Diversity Executive Leadership Team.
In April the implementation team began review staff demographic data provided by HR, existing committee/institutional reports. We used this information along with the feedback from the climate assessment rollout meetings to inform the Y3 plan.
During the implementation in Year 2, 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 continue to establish norms, goals and timelines. This process continues to highlight differences in culture amongst offices/units and allowed opportunities for offices/units to benefit from learning new ways of operating. The process also highlights the need to increase capacity of ODEI to meet the needs and opportunities of having a strategic plan. To address this need for more resources, the implementation team was granted the request for funds to hire a graduate student support staff member. The graduate student was hired in January and made significant contributions before moving on to a full time position in May. We will seek to hire a new graduate student in the fall.
DIVERSITY
OUTREACH
University Outreach Council (CEO)
Wolverine Express (CEO)
Faculty Forum on Outreach and Engagement (CEO)
MCAC – college preparatory (CEO)
PATHWAYS TO U-M
Wolverine Pathways – 550 scholars in Detroit, Southfield, and Ypsilanti
Michigan Connection (MConnect) – transfer student program, 150 currently enrolled at U-M (OAMI)
EQUITY
STAFF SUPPORT & DEVELOPMENT
Complete staff equity review
Refine new staff onboarding process
Workshops on: Disability Awareness, and Change It Up Bystander
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, Asian Pacific Islander, Native, Latino/a/x, First Generation) (all celebrations are open to any graduating student at any level)
ODEI Staff Book Club
U-M MLK Symposium Keynote Lecture
III. Data and Analysis: Key Findings
Summary of Data [USE CAMPUS CLIMATE REPORT]
Entering year 2, we analyzed professional development and career advancement data to establish a baseline and set goals for the year ahead. We learned that there are differences in how professional development opportunities are framed and funded across units. The differences are based in unit’s different levels of general funds allocated for professional development, different philosophical approaches to professional development, presence/absence of grant programs that fund and require attendance to conferences, and differing levels of responsibilities amongst staff. We also found the process for requesting/approving professional development opportunities were more structured, detailed, and consistent in some units than others. In year 3 we will begin with units discussing their professional development processes and exploring how to learn from one another and potentially moving toward a shared practice.
We received the results of the UM Campus-wide Staff Climate survey and shared the report with staff. Based on feedback from the rollout we will bring in someone outside of the staff to facilitate focus groups to gather more information to increase our understanding of staff needs in key areas. ODEI survey and report includes the following: Center for Educational Outreach, Detroit Center, Office of Academic and Multicultural Initiatives, Assistant Vice Provosts and Administrative Assistants in the Office of Diversity Equity & Inclusion, and Wolverine Pathways. While the majority of staff feel satisfied with the climate in the work unit and that they have equal opportunities for professional success and have voice in decision-making that affects their work, there are differences according to race and gender in how staff experience units. The focus groups will focus on gathering more insight related to staff members sense of belonging, workload distribution, professional growth opportunities and recognition.
Key Findings, Themes and Recommendations
IV. 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.
FY19 Action Items
*All strategic objectives and related actions will be pursued in accordance with the law and University policy.
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):
# of students served/participating
# of MPOD student transfers
FY19 Actions:
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 2018 admissions and 2018-2019 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.
FY19 Actions:
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.
FY19 Actions:
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.
FY19 Actions:
Primary DE&I Goal: Equity
Other applicable domain: Inclusion
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.
FY19 Actions:
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.
FY19 Actions:
Primary DE&I Goal: Inclusion
Other applicable domain: 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):
# of participating student organizations
FY19 Actions:
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.
FY19 Actions:
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):
# of staff attendees
# of meetings
Staff feedback via survey
FY19 Actions:
Primary DE&I Goal: Equity
Other applicable domain: Recruitment, Retention and Development
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):
# of students served/participating
# of attendees
FY19 Actions:
Primary DE&I Goal: Promoting an equitable and inclusive community
Other applicable domain: Inclusion
Five-Year Strategic Objective 2:
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
FY19 Actions:
Primary DE&I Goal: Promoting an equitable and inclusive community
Other applicable domain: Inclusion
School, College or Unit Metrics
Undergraduate Students
Demographic Composition:
• Headcount
• Race/ethnicity
• Sex
Graduation Rates:
• 4-Year
• 6-Year
Enrollment:
• Entry status (new, continuing)
• Student class level (freshman, sophomore, junior, senior)
Staff
Demographic Composition:
Climate Survey Indicators:
Faculty
Demographic Composition:
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
| Key Constituency | Strategic Objective | Measure of Success | Detailed Actions Planned (measurable, specific) | Group/persons accountable | Resources needed (if applicable) |
| 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. | # of students served/participating# of MPOD student transfers | 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. | 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. | # of students served/participating# of MPOD student transfers | 1. Expand MPOD (Michigan Pursuing Our Dreams) to six additional community colleges during 2018-2019. 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 (high schools) in Wolverine Pathways by our fall 2018 admissions and 2018-2019 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 | |
| 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. | 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 | 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 | Continue providing 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 | Gather baseline information from each unit and unit staff on how staff access professional development opportunities. The baseline information will be used to determine if, and if necessary, how to develop a more equitable and effective process. | 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 | Follow-up on findings from climate assessment report with focus groups around key-findings. | DEI Implementation Team – Equity |
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. | Utilize LPD workshops/training for assisting staff in developing intercultural skills | DEI Implementation Team – Equit | |
| 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. | 1. Utilize LPD workshops/training for assisting student staff in developing intercultural skills. | 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) |
| 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. | # of participating student organizations | 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. | # of participating student organizations | 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 | |
| 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. | # of staff attendees# of meetings
Staff feedback via survey |
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. | # of staff attendees# of meetings
Staff feedback via survey |
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. | # of staff attendees# of meetings
Staff feedback via survey |
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. | # of staff attendees# of meetings
Staff feedback via survey |
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. | # of staff attendees# of meetings
Staff feedback via survey |
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 |
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. | # of students served/participating# of attendees | 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, Asian Pacific Islander, First Generation 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. | # of students served/participating# of attendees | 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. | # of students served/participating# of attendees | 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 | |
| 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 FY19. Lumas Helaire, Associate Director of OAMI, will serve as the Implementation Lead. Dr. Helaire will be assisted by the Associate Director of CEO in tracking and supporting the implementation of the plan, and the head of ODEI’s Business Office.
These groups will conduct a review of the plan in Fall 2018 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 in May, 2019. The implementation team will meet biweekly to track and monitor progress with the support of project management tools and the support of a graduate student assistant.
