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Updated August 21, 2024

Office of the Provost
Diversity, Equity and Inclusion Strategic Plan | FY 2025


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. It is central to our mission as an educational institution to ensure that each member of our community has full opportunity to thrive in our environment, for we believe that diversity is key to individual flourishing, educational excellence and the advancement of knowledge.”

We must act with deliberateness and humility as we seek to respect and leverage diversity, ensure equity, and promote inclusion. We must examine and learn from the outcomes of our past efforts and work to improve them. We must act on our commitment, in accordance with the law, to contribute to a just society and to affirm the humanity of all persons.”

– Excerpt from the Presidential Charge to the University of Michigan Community

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 and budget across the Ann Arbor campus.

Our mission is to advance and celebrate academic excellence, integrity, interdisciplinarity, and diversity through alignment of partnerships, policies and resources.

Our vision is to be the epicenter of support for our academic enterprise and an equitable, inclusive culture at the University of Michigan.

The work of the Office of the Provost affects faculty, students, and the staff at the University. The vice provostial areas indicate the breadth of responsibilities handled by the staff in the Office of the Provost: Academic and Budgetary Affairs; Academic and Faculty Affairs; Academic Affairs-Graduate Studies; Biosciences Initiative; Diversity, Equity, and Inclusion; Engaged Learning; Enrollment Management; and Undergraduate Education. Each of these areas offers opportunities for engagement and integration of diversity, equity, and inclusion.

Key Strategies & Constituencies:
The Office of the Provost staff members are the sole constituency of this plan. Except where otherwise specified, this plan pertains to all Office of the Provost staff (which is currently described as those who attend the provost staff meetings). Our DEI team, supported by senior leadership, has identified a prioritized listing of strategic objectives to further university-wide goals for DEI. These have been aggregated into the three distal objectives determined by the university. Each of these strategic objectives is accompanied by measurable metrics that will be tracked over time, as well as a description of actions the Office of the Provost will take to accomplish those objectives.

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

Implementation Highlights and Planning Process Used

Planning Lead(s): 
Kimberly Brown, Executive Assistant
Mikalia Dennis, Program Manager
Tyne Lucas, Senior DEI Program Manager
Janelle Pangilinan, Project Manager

Planning team:
Kimberly Brown, Executive Assistant
Mikalia Dennis, Program Manager
Erin Fluharty, Chief of Staff
Christine Gerdes, Special Counsel to the Provost
Tyne Lucas, Senior DEI Program Manager
Laurie McCauley, Provost and Executive Vice President for Academic Affairs
Janelle Pangilinan, Project Manager

Implementation Highlights:

Year One

In the first year of our DEI 2.0 Strategic Plan, the Office of the Provost (OPv) made significant strides in furthering our DEI efforts. A key factor contributing to our success was the foundational work of collaboratively engaging staff in the plan’s development and launch phases. This fostered a genuine sense of collective ownership over the plan’s initiatives. By ensuring the proposed actions reflected the voices, perspectives and needs of our staff, we cultivated invaluable buy-in and laid a solid foundation for the work ahead.

Aligning with our objective to “Create more engagement opportunities that foster connection, collaboration, and DEI skill-building,” we continued our monthly DEI ALIVE (Active Learning in a Vibrant Environment) sessions. These sessions allowed us to focus on various DEI topics throughout the year, including cultivating a culture of appreciation, understanding gender constructs, engaging with the United Way, setting DEI goals, recognizing white supremacy characteristics in the workplace, and exploring adaptive sports and fitness. This provided structured forums for our staff to learn, discuss, and build community around our shared goals, leading to impactful outcomes. Notably, we instituted a practice of sharing gratitude notes during monthly all-staff meetings. This supported our goal to “Create systematic structures to provide opportunities for staff recognition and growth.” We also saw an increase in enthusiasm as colleagues stepped up to participate in the planning and execution of the DEI ALIVE programming. This energized level of participation demonstrates the growing prioritization of DEI within our office.

A major initiative this year directly addressed a key insight that emerged from our DEI 2.0 planning process – the perceived inequity in workloads and salaries within our office. Aligning with our objective to “Develop and implement new mechanisms to assure workload and pay equity,” we conducted a comprehensive review and update of all job descriptions across the office. This critical process lays essential groundwork for future equity assessments related to compensation and workload distribution. By ensuring accurate, updated documentation of roles and responsibilities, we’ve positioned ourselves to effectively monitor equity and make data-driven adjustments down the line.

Extending our DEI mindset outward, we made a concerted effort to offer an external service opportunity for our staff. We worked with Avalon Housing, a non-profit organization that works to build healthy, safe, inclusive and supportive housing communities as a long-term solution to homelessness. This experience empowered our team to engage with and contribute positively to our community.

A pivotal achievement was revamping the DEI component within annual performance evaluations. By prompting staff reflections on how they personally integrate DEI principles, we made strides toward our objective of “Building DEI integration within each vice provost area through leadership guidance and support.”

Beyond programming, we made systemic advances through consistent leadership engagement and open communication channels. Our efforts included regular meetings and check-ins with senior leaders like the provost, vice provosts, special counsel, and HR director. This visible commitment from leadership helps to elevate DEI as a priority within our office.

Collectively, these Year One highlights represent substantive strides in operationalizing DEI within the Office of the Provost. From collaborative planning to enhancing internal processes to strengthening community ties, our efforts spanned multiple fronts. As we reflect on this progress, we are inspired to sustain and amplify our DEI work to create lasting, equitable change.

Planning Process Summary:
The planning process for DEI 2.0 involved engaging our staff at multiple touchpoints through various data collection methods. These methods included analyzing institutional data, gathering staff input at a DEI-focused retreat, interviews, surveys, and other engagement activities. The sources of data used in the planning process included the 2021 Climate Survey data, DEI Metrics reports, DEI 1.0 Evaluation, Office of the Provost all-staff meetings, engagement with the provost, vice provosts, and special counsel (collectively referred to as “6+1”), and DEI ALIVE anecdotal feedback.

The process used to analyze the data involved the DEI Leads partnering with unit leadership to review data findings from the various sources. A summary report was developed for dissemination to all staff during a DEI retreat held in October 2022. The executive summary report provided an overview of the Climate Survey and DEI 1.0 Evaluation summary data.

Idea generation activities included group discussions to process the summary of information, and brainstorming to identify priorities, which was a collaborative effort to develop DEI 2.0 strategic objectives and related action items. The leadership team was then provided synthesized data from the DEI retreat, which seeded a conversation to get their input on the development of strategic objectives. We compiled the retreat information and leadership feedback to inform our draft strategic objectives and action items. These were shared at our May 2023 all-staff meeting for final input and feedback. The overall approach was to develop a collaborative plan that involved the entire organization rather than just the DEI Leads and leadership team.

In Year One implementation, we began the year by setting the schedule and content for each monthly DEI ALIVE session. We worked with campus partners on this effort to bring more robust programming to our staff. This contributed to increased staff engagement by allowing us to forecast this information, helping staff plan in advance to attend.

Data and Analysis: Key Findings

Summary of Data:
The following information is a list of the sources of data used in our planning process:

  • October 2022 DEI Retreat
  • 2021 Climate Survey Report
  • DEI Metrics Reports
  • DEI 1.0 Evaluation Report
  • Office of the Provost all-staff meetings
  • Engagement with Provost, Vice Provosts and Special Counsel (6+1)
  • DEI ALIVE anecdotal feedback

Key Findings, Themes and Recommendations:
As part of our DEI 2.0 planning process, we synthesized feedback and data informed by staff who attended our DEI Retreat in October of 2022. We then shared this information and related questions with 6+1 members to gain their insights on how we might address the themes that surfaced. Below is a summary of our discussion.

EQUITY: Staff would like assurance that there is equity in compensation, workload and opportunities for advancement.

Q to Leadership: What steps can we take to address equity concerns within our office

  • Making clear what personnel are included in the Office of the Provost and their role in our collective mission.
  • Job classifications being more clearly defined and equitably distributed.

RECRUITMENT, RETENTION, AND DEVELOPMENT OF STAFF: Several staff have the perception that we have a homogenous office, with minimal opportunity for growth.

Q to Leadership: What can we do (re: hiring, retention, and development processes) to help optimize staff performance and experiences within our office?

  • More intentional conversations between supervisors and their staff on what career advancement or trajectory may look like.
  • Connecting the performance review process to staff growth and professional development.
  • Involving our staff in recruiting practices (e.g., share all open job positions within our office, with current staff, who may want to share
    more broadly with their networks or apply).
  • Clear process for how to access professional development opportunities with encouragement from supervisors.
  • Given the unique challenges of having a small office, once various opportunities are engaged and it’s decided that there is limited growth, individuals may have to seek opportunities outside of the Office of the Provost.

DEI INTEGRATION: Several staff have expressed that DEI still seems ‘supplemental’.

Q to Leadership: In what ways can this team drive the collective and strategic integration of DEI into our everyday operations?

  • Learning more about the work happening across all Vice Provost (VP) areas, and how we function as a collective.
  • Thinking of DEI as part of our “fabric” as an office, as we connect the knowledge gained back to our day-to-day job responsibilities.
  • Educating our staff on how to demonstrate our individual commitments to DEI.

Strategic Objectives, Measures of Success and Action Plans*

Introduction:
The Office of the Provost plan covers employees in the Office of the Provost; this includes staff as well as faculty with academic administrative appointments. In all of its activities, the Office of the Provost works to support faculty, staff and students across the institution. The strategic objectives needed to further the university-wide goals of diversity, equity and inclusion have been aggregated into three distal objectives determined by the University. Each of these strategic objectives is accompanied by metrics that will be tracked over time, as well as descriptions of single-year actions we will take to accomplish those objectives. For additional detail on assignments, timelines and accountabilities, see the Action Planning Table (page 10).

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

PEOPLE (Recruit, Retain, & Develop a Diverse Community)

Strategies and action items for People are designed to bolster and extend the work of all units by introducing effective programs and procedures aimed at recruiting, retaining, and supporting a diverse campus community. DEI-related recruitment and retention efforts across campus reflect the varied needs and goals of specific units and groups.

Strategic Objective 1:
Expand and implement policies, strategies and procedures to recruit, retain, and develop a broadly diverse staff

Constituency: Staff

Metrics:

  • Number of new hires to support HR and recruitment efforts
  • Changing demographics of office makeup
  • Tracking turnover and retention rates at every job level
  • Completion rates for the Unconscious Bias in Hiring training
  • All staff members have access to education and training about conflict resolution

Actions:

  • Ensure current Provost’s Office policies and procedures related to recruitment, retention, and professional development are consistent, equitable, transparent, and made available to staff, through a shared digital space.
  • Communicate all open positions in the Office of the Provost to current staff. (implemented and ongoing)
  • Encourage all staff members who participate in interviews as part of the hiring process to complete Unconscious Bias in Hiring training. (implemented and ongoing)
  • Provide all staff (including new hires during onboarding) with updated information about U-M mechanisms to raise concerns, as well as resources available to assist in conflict resolution. (implemented and ongoing)
  • Conduct employee retention interviews or surveys to gain a better understanding of employee satisfaction.


Primary DEI Goal: Diversity

Strategic Objective 2:
Create systematic structures to provide opportunities for staff recognition and growth

Constituency: Staff

Metrics:

  • Number and impact of recognition program(s) put into place
  • Satisfaction Survey on new recognition efforts and opportunities for development and growth (long-term outcome)
  • Percentage of employees that utilize professional development funds annually.
  • Number of staff promoted or advanced into new roles internally annually.

Actions:

  • Create and implement additional processes (beyond merit) to recognize/reward staff performance. (implemented and ongoing)
  • Engage Unit Leadership on strategies to develop skills for all supervisors to support their staff’s career development (e.g., Foundations of Leadership Course – OL; coach and develop talent, foster and promote diverse teams, importance of clear communication). (implemented and ongoing)
  • Hiring supervisors, in consultation with Senior HR Advisor, will match new staff with mentors; successful mentoring will require active engagement by a number of Office of the Provost staff. (implemented and ongoing)
  • Adopt and communicate a clearly defined policy on staff professional development opportunities (e.g. release time, budget, travel requirements) for internal and external offerings.
  • Share professional development resources (e.g. links) with staff through a shared digital space. (implemented and ongoing)
  • Explore opportunities for communities of practice for project management, event planning, and other related skills.

Primary DEI Goal: Equity, Inclusion

PROCESS (Create an Equitable and Inclusive Campus Climate)

Strategies and action items for Process are designed to support and strengthen the development of policies, procedures, and practices that create an inclusive and equitable campus climate and encourage a culture of belonging in which every member of our community can grow and thrive.

Strategic Objective 1:
Build DEI integration (i.e., incorporation of DEI principles into Office work) within each VP area through leadership guidance and support for staff.

Constituency: Staff

Metrics:

  • Track and summarize individual and team highlights of DEI integration.
  • Number of DEI best practices that are gathered and shared across VP areas.

Actions:

  • Provide a DEI resource guide for all staff in the Office of the Provost that includes definitions and examples of what DEI integration looks like as it relates to our day-to-day operations.
  • Provide a recurring segment at staff meetings for individuals/teams to highlight how they have incorporated DEI principles into their routine work efforts.
  • DEI Leads meet with 6+1 members twice per academic year to gauge progress on the Office of the Provost DEI objectives, with attention given to areas with stalled progress. (implemented and ongoing)
  • Engage Unit Leadership in conversation to establish DEI integration goals and benchmarks for each VP area aligned with overarching office objectives.

Primary DEI Goal: Diversity, Equity, Inclusion


Strategic Objective 2:
Create more engagement opportunities that foster connection, collaboration, and DEI skill-building.

Constituency: Staff

Metrics:

  • Track number of engagement opportunities hosted and participation rates
  • Conducting evaluation of engagement opportunities (qualitative and quantitative)

Actions:

  • Continue monthly DEI ALIVE sessions. (implemented and ongoing)
  • Expand Lunch & Learn opportunities by holding them once per semester and broadening the pool of potential presenters to all staff members.
  • Offer more robust DEI skill-building opportunities for all staff.
  • Small groups, with support from the Office of the Provost DEI Leads, will share responsibility for planning DEI engagement opportunities on a rotating basis.
  • Create and disseminate an equitable and holistic onboarding process document (Day-1 expectations, matching new staff with mentors, provide DEI Plan, 6 month new-hire check-ins w/ supervisor, senior HR advisor, etc.) that assures staff are informed, to foster a greater sense of belonging.

Primary DEI Goal: Inclusion

Strategic Objective 3:
Develop and implement new mechanisms to assure workload and pay equity across all VP areas in the Office of the Provost.

Constituency: Staff

Metrics:

  • Collect and review feedback from staff in the Office of the Provost regarding perceptions of salary and pay equity (short-term outcome).
  • Review future Climate Survey data regarding workload and pay equity and compare to 2021 Climate Survey data (long-term outcome).

Actions:

  • Update all Office of the Provost job descriptions and compile them in a manner that is accessible to the office. (implemented and ongoing)
  • Review, update (as needed), and disseminate the Office of the Provost compensation philosophy.
  • Disseminate a survey to staff to gauge their perceptions on Year One actions toward addressing workload and pay equity (e.g., job description updates).

Primary DEI Goal: Equity

PRODUCTS (Support Innovative and Inclusive Teaching, Research, and Service)

Strategies and action items for Products are designed to integrate DEI solutions into our educational program offerings and teaching methodology, and to ensure scholarly research on diversity, equity and inclusion, and the scholars who produce it, are valued and supported.

Strategic Objective 1:
Support Student Success Initiative, which seeks to reduce time to degree and increase graduation rates for all students, regardless of background.

Constituency: Students

Metrics:

  • Metrics based on recommendations adopted from the working group

Actions:

  • Deepen knowledge of the growing focus on academic student success as a DEI-related initiative and provide avenues for discussion and feedback.

Primary DEI Goal: Equity

Strategic Objective 2:
Support recruitment and retention of broadly diverse faculty through Provostial programs and initiatives

Constituency: Faculty

Metrics:

  • Faculty demographic data for new hires and retention rates as a direct result of related programs and initiatives (long term outcome)

Actions:

  • Engage with VPs for Academic and Faculty Affairs (and/or relevant individuals) to develop awareness for the Office of the Provost staff on the provostial programs and initiatives currently in place.

Primary DEI Goal: Diversity, Equity, Inclusion

Strategic Objective 3: Foster connections and strengthen relationships between the Office of the Provost and the broader community through engaged service.

Constituency: Staff, Community Members

Metrics:

  • Participation rate among staff.
  • Number of community organizations engaged.
  • Feedback surveys on impact of service experiences.

Actions:

  • Partner with existing community organizations to understand needs and collaborate on impactful service opportunities, and maintain relationships for future opportunities.
  • Create and host volunteer opportunities focused on the needs of under-served and under-represented populations.
  • Collect and analyze participant feedback to iterate and improve future service programming.

Primary DEI Goal: Diversity, Equity, Inclusion


Goal-related Metrics – Office of the Provost Measures Tracked Over Time

Office of the Provost Metrics:

Below is the listing of demographic composition metrics and climate survey indicators the Office of the Provost will track annually and across the five years of the plan:

Demographic Composition Metrics

  • Headcount
  • Race/Ethnicity
  • Sex
  • Age

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 the work unit
  • Feeling valued in work unit
  • Feeling of belongingness in work unit
  • Assessment of work unit commitment to DEI
  • 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

Plans for Supporting, Tracking, and Updating the Strategic Plan

The Office of the Provost Diversity, Equity and Inclusion Strategic Plan will be supported by Kimberly Brown, Mikalia Dennis, Tyne Lucas, and Janelle Pangilinan, as the key contacts for stewardship of the plan. They will be assisted by the special counsel to the provost, and the chief of staff & senior human resource advisor, in tracking and supporting the plan implementation.

These individuals will conduct an annual review of the plan and gather feedback and additional ideas to be implemented throughout the year. They will continue to engage progress with staff and the Office of the Provost Leadership throughout the five-year implementation period of DEI 2.0.