Office of the Provost

Diversity, Equity and Inclusion Strategic Plan

Click here to see the University's strategic plan on the DEI Website

 

Five-Year Strategic Objectives, Measures and FY19 Actions

I. Diversity Equity and Inclusion Strategic Plan: Overview

At the University of Michigan, our dedication to academic excellence for the public good is inseparable from our commitment to diversity, equity, and inclusion.

President Mark S. Schlissel
Charge to the University of Michigan Community
Fall 2015

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.

Rationale: Mission, Vision, Values of the Office of the Provost

The Office of the Provost leads academic affairs across the Ann Arbor campus. Its mission is to ensure that the University of Michigan, as a whole, can fulfill its mission “to serve the people of Michigan and the world through preeminence in creating, communicating, preserving, and applying knowledge, art, and academic values, and in developing leaders and citizens who will challenge the present and enrich the future.”

The work of the Office of the Provost impacts faculty, students, and staff at the University. The vice provostial areas indicate the breadth of responsibilities handled by the staff in the Fleming Building: academic affairs, budget, diversity, equity, faculty affairs, global and engaged education, inclusion, and space planning.

Each of these areas offers opportunities for work on diversity, equity, and inclusion. As befits a central office in a decentralized institution, much of the work done in the provost’s office supports the work of the schools, colleges, and other academic affairs units. With deep knowledge of and experience with University of Michigan policies, procedures, and practices, the staff in the Fleming Building assist the schools, college, and academic units in areas including budgeting, faculty recruitment and retention, international and community partnerships, leadership development, relationships with community colleges, student recruitment and retention, and use of space to support academic excellence.

II. Implementation Highlights and Planning Process Used

Implementation Leads:
Crystal Flynn
Tyne Lucas
Kimberly Brown

Additional Key Contacts:
Christine Gerdes
Erin Fluharty

Year Two Implementation Summary

In year one of implementation we identified several challenges that impeded engagement of staff within our office. Primary to those challenges was the lack of a strong connection of leadership to the unit’s DEI plan and related activities. Therefore, in year two we specifically focused on reaching out to leadership and stressing the importance of having their support and visibility connected to our DEI efforts. It was particularly important to have leadership encourage the participation and engagement of senior level staff. Having two key leadership positions filled was important in activating leadership and developing deeper engagement. Although this was positive progress during year two, it happened late in the year given the timing of hiring. Despite this stalling of efforts in the early part of the year, the impact of leadership support was immediately evident and allowed us to gain great traction and momentum in the latter part of the year.

Engagement of senior level staff and time constraints for all staff continue to present some barriers. However, we are encouraged by having leadership at the table to brainstorm ideas for how to address these barriers and increase participation in DEI-related events at the unit level and across campus.

The establishment of the Provost office DEI Newsletter has also given us another avenue to communicate with staff and create awareness about DEI events happening across campus and within our unit. Also, the establishment of weekly DEI lead touch base meetings and monthly touch base meetings with leadership creates dedicated time to review implementation progress, plan engagement activities and develop ideas to address challenges/barriers.

Year two implementation had a slow start but is closing out very strong. We hope to carry this momentum forward for a stellar year three.

III. Data and Analysis: Key Findings

Year Two Key Findings

  1. Guidelines for Staff Professional Development
    A change in the Office of the Provost human resou
    rces director resulted in a loss of momentum in developing clear guidelines for staff professional development. The DEI leads will continue to work with the new human resources director and Chief of Staff to develop a professional development and training policy, with a review by leadership and communication to staff during the 2018-19 implementation year.
  2. Continued Barriers and Challenges
    Time constraints continue to create barriers for staff, particularly for administrative support staff. The leads continue to be challenged by the unavailability of a mechanism, such as regular staff meetings, to deliver DEI-related information. The diversity leads will continue to engage leadership and encourage leave time for staff to participate in DEI-related events in year 3.
  3. Climate Survey Results
    Results of the 2017 staff climate survey were released to provost office staff in May 2018. The survey revealed four primary concerns that require attention and may lead to modifications to the strategic plan in year 3:
    • U-M Overall Campus Climate
    • Physical Safety
    • Office of the Provost Climate for Non-White Staff
    • Equity in Compensation and Rewards

A staff retreat held in May and facilitated by the provost, included discussion of these concerns. Comments and ideas were collected and are included as an addendum to the Year 2 report.

IV. Strategic Objectives, Measures of Success and Action Plans

The Office of the Provost’s strategic objectives, planned activities, and measures of success are presented below. All strategic objectives and related actions will be pursued in accordance with federal and state law and University of Michigan policy.

A. Recruitment, Retention, and Development

As shown in Section III, the Office of the Provost staff is 33% URM and 23% men, an increase from 2017. To sustain and enhance diversity, the Office of the Provost recognizes that it is important to have standard and well-documented human resources practices, particularly in recruitment, hiring, and professional development. Clear human resources practices will help to promote diverse applicant pools, that all applicants receive equitable treatment, and that all staff members have opportunities that will help them reach their career goals.

Five-Year Strategic Objective 1:
Attract a diverse staff in accordance with the UM Human Resources Diversity Recruitment Initiative, hire staff members with diverse backgrounds.

Measures of Success:
• Composition of applicant pools for future positions (# URM, # male), compare with past pools.
• Hiring of staff members with diverse backgrounds.

FY19 Actions:
• Document recruiting best practices that ensure diverse applicant pools and hiring of staff from diverse backgrounds and identities.
• Develop good practices handbook for onboarding staff.
• Continue to use University Human Resources practices and guidelines for recruiting and hiring.

Primary DEI Goal: Diversity
Other applicable domain: Equity, Inclusive Community

Five-Year Strategic Objective 2:
Support high quality professional development and other learning opportunities to encourage professional growth of staff and strengthen performance throughout the office.

Measures of Success:
• Development of policy and distribution of policy to all staff members.
• Professional development plans included in annual reviews of staff.
• Staff participation in appropriate programs on or off campus.

FY19 Actions:
• Collect and distribute information on appropriate programs.
• Allocate funding for professional development.

Primary DEI Goal: Equity

B. Education and Scholarship

Five-Year Strategic Objective 1:
Create opportunities for staff to increase their knowledge and awareness regarding diversity, equity, and inclusion in the workplace and within the University more broadly.

Measures of Success:
• Increased understanding of diversity, equity, and inclusion issues at the University.
• Development of ideas for continued learning in this area.
• Staff participation in office or campus activities related to diversity, equity, and inclusion.

FY19 Actions:
• Identify relevant campus activities.
• Encourage staff participation.
• Encourage supervisors to support staff participation.
• Use staff meetings for training and discussion of diversity, equity, and inclusion.
• Develop mechanism to track staff participation in DEI-related activities.

Primary DEI Goal: Diversity
Other applicable domain: Inclusion

C. Promoting an Equitable and Inclusive Community

Five-Year Strategic Objective 1:
Increase staff engagement in developing, evaluating and prioritizing actions to improve diversity, equity and inclusion in the Office of the Provost.

Measures of Success:
Number of suggestions for updating diversity strategic plan / activities
Participation by broader group of staff in planning process.

FY19 Actions:
• Discuss diversity strategic plan at regular staff meetings, for all levels of staff.
Develop activities, events, policies, etc. informed by All Staff Climate Survey.
• Determine ways to increase staff participation in planning process.
Seek staff input and recommendations for diversity related initiatives, activities and continued development of the strategic plan.

Primary DEI Goal: Equity and Inclusion

Five-Year Strategic Objective 2:
Develop means for resolving conflicts by providing all staff members with opportunities for education and training about conflict resolution, empowering the staff to develop tools for conflict resolution that are applicable to the workplace and beyond.

Measures of Success:
• All staff members have access to education and training about conflict resolution.

FY19 Actions:
• Identification of UM and other local resources for conflict resolution education and training.
• Information about opportunities shared with staff members at all levels.

Primary DEI Goal: Equity and Inclusion

D. Service
The Office of the Provost serves the schools, colleges, and other academic affairs units of the University. Many office activities support the diversity, equity, and inclusion work of these units.

Five-Year Strategic Objective 1:
Review Office of the Provost activities that support diversity, equity, and inclusion in other units and identify ways to make them better known and more effectively used.

Measures of Success:
• Increased inquiries about and use of existing programs.

FY19 Actions:
Update DEI-related information on website.

Primary DEI Goal: Diversity

 

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

School, College or Unit Metrics

Staff Demographic Composition:

  • Headcount
  • Race/ethnicity
  • Sex
  • Age (Generation cohort)

Climate Survey Indicators

  • Satisfaction with unit climate/environment in work unit
  • Assessment of semantic aspects of the general climate in work unit
  • Assessment of semantic aspects of the DEI climate in work unit
  • Feeling valued in work unit
  • Feeling of belongingness in work unit
  • Assessment of work unit commitment to diversity, equity, and inclusion
  • Perceptions of equal opportunity for success in work unit
  • Feeling able to perform up to full potential in work unit
  • Feelings of professional growth in work unit
  • Feelings of discrimination in work unit

VI. Action Planning Tables with Details and Accountabilities

A. Recruitment, Retention and Development

Key Constituency

Strategic Objective

Measures of Success

Detailed Actions Planned
(measurable, specific)

Group/persons accountable

Resources needed (if applicable)

Staff in Office of the Provost in Fleming.

Attract a diverse staff

Composition of applicant pool, hiring results.

Assess makeup of applicant pools, interview pools and hires for all open staff positions; develop best practices handbook for onboarding staff; continue to use UHR practices and guidelines for recruiting and hiring.

HR Director and additional staff most engaged in staff hiring.

NA

Staff in Office of the Provost in Fleming. Increase professional development opportunities. Included in annual review, increased participation; development of policy and distribution of policy to all staff members; increased participation in programs on and off campus. Determine appropriate programs, share information within office, support attendance with time and funding. All supervisors
DEI Leads
Funding to support attendance.

 

 

B.Education and Scholarship

Key Constituency

Strategic Objective

Measures of Success

Detailed Actions Planned
(measurable, specific)

Group/persons accountable

Resources needed (if applicable)

Staff in the Office of the Provost in Fleming. Increase knowledge of DEI. Increase awareness of campus DEI concerns; Suggestions/ideas for continued learning within office; increased participation in DEI-related activities. Identify relevant activities; encourage staff participation; encourage supervisor support; use staff meetings to discuss DEI; develop mechanism to track staff participation. Supervisors
DEI Leads
Funding for training, marketing, incentives, etc.

 

 

C. Promoting an Equitable and Inclusive Community

Key Constituency

Strategic Objective

Measures of Success

Detailed Actions Planned
(measurable, specific)

Group/persons accountable

Resources needed (if applicable)

Staff in the Office of the Provost in Fleming. Increase engagement with DEI issues within office. Suggestions for updating diversity plan; participation of staff in planning process. Discuss plan at staff meetings; develop activities informed by climate survey; develop ways to increase staff participation in planning; seek staff input and recommendations for DEI activities.
  • DEI team
  • HR Director
Survey developer; funding
Staff in the Office of the Provost in Fleming. Develop mechanism for conflict resolution. All staff members have opportunities for education and training in conflict resolution. Identify UM and other resources for conflict resolution education and training; share information about conflict resolution with staff at all levels. DEI team Funding

 

D. Service

Key Constituency

Strategic Objective

Measures of Success

Detailed Actions Planned
(measurable, specific)

Group/persons accountable

Resources needed (if applicable)

Schools/Colleges Increase diversity, equity, inclusion for faculty. Increased knowledge and use of Provost Office programs. Update website with DEI-related information Provost administrative staff Website development and support.

 

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

An additional staff member will join the Office of the Provost DEI Implementation team along with the Special Counsel and the HR Director/Chief of staff for FY19.

Implementation Leads:
Tyne Lucas
Crystal Flynn
Kimberly Brown

Additional Key Contacts:
Christine Gerdes
Erin Fluharty

During the 2018-19 academic year, the office will undertake activities described in the plan. The key contacts will be supported by a team of staff. This group will lead the planning and implementation of the activities.

The diversity stewardship team will report monthly to the Special Counsel of the Provost on activities undertaken and progress toward goals. Progress reports will be shared and new ideas for additional work will be generated through discussion at staff meetings.

 

Updated September 19, 2018