DIVERSITY, EQUITY & INCLUSION STRATEGIC PLAN

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MANYVOICESOURMICHIGANDIVERSITY, EQUITY & INCLUSIONSTRATEGIC PLAN (2016–2021)UPDATED OCTOBER 2019

DIVERSITY, EQUITY & INCLUSIONSTRATEGIC PLAN (2016–2021)UPDATED OCTOBER 2019Executive SummaryPAGE 4Introduction, Context and GoalsPAGE 7Planning Process and Emergent ThemesPAGE 11Overarching Strategies and Major New Campuswide ActionsBuilding on the Strength of Existing ProgramsInfrastructure for Continued ProgressMetrics and ReportingPAGE 37PAGE 29PAGE 33PAGE 17

DIVERSITY, EQUITY & INCLUSION STRATEGIC PLAN1Today, we continue to build on the university’s heritage as avanguard champion of diversity, equity and inclusion. Ourcommunity has long understood that excellence is not possiblewithout diversity in the broadest sense of the word, and that wecan make our greatest contribution to the creation of newknowledge by building an environment in which all ourcommunity members can flourish.This five-year campuswide plan serves as an umbrella for theplans created by all of our schools, colleges, student life, athletics,health system and administrative units. As such, it reflects ourshared aspirations as well as our understanding that, while talentmay be present everywhere, opportunity is not.Together, the local plans and this campuswide plan encourageindividual and collective action, and promote transparency andaccountability at every level. They affirm our shared values,acknowledge our shortcomings and build on past efforts.Above all, they reflect the determination of university leadersand the campus community to move our vision forward andcreate an increasingly diverse, equitable and inclusive academicenvironment.“At the University of Michigan, our dedication toacademic excellence for the public good is inseparable from ourcommitment to diversity, equity and inclusion.”President Mark S. SchlisselUNIVERSITY OF MICHIGAN

2“We are continuouslylearning to recognizeand embrace allour differences. Asa woman who wasborn profoundly deaf,this tells me that myperspective mattersjust as much as othersand that I am a valuedstaff member.”Alison Stroud,U-M staffUNIVERSITY OF MICHIGANDIVERSITY, EQUITY & INCLUSION STRATEGIC PLAN

DIVERSITY, EQUITY & INCLUSION STRATEGIC PLAN3A PLAN AND A PLEDGETo All Members of the University of Michigan Community:We aspire to achieve the highest levels of excellence at the university, and our dedicationto academic excellence for the public good is inseparable from our commitment todiversity, equity and inclusion.This plan to enhance diversity, equity and inclusion at the University of Michigan reflectsthose aims, and it was made possible by you, the members of our community. It includesgoals, new investments and measures of accountability originated and shaped by yourthoughtful input and ideas. It also includes the closely held values you shared withus: your passion for making us better, your belief that all individuals deserve an equalopportunity to succeed and your unwavering dedication to the highest aspirations of ouruniversity.Our community’s determination has spanned generations of students, faculty andstaff. Their experiences and hard work to improve diversity, equity and inclusion at theUniversity of Michigan will always be a cherished part of our history. We would not be atthis point without their inspiring protests, monumental legal challenges, groundbreakingresearch and commitment to never give up.While we are proud to present this document to our community and beyond, we hopethat everyone understands that it is both a plan and a pledge. It’s one important stepin our journey, but it is far from the end of our commitment. We will continue to assessour progress, test new ideas and have difficult conversations about tough issues. We willlisten, and we will learn as we move forward—together.This plan includes Many Voices, and it represents Our Michigan. Thank you for engaging inthis important work with us, and thank you for your dedication to making the University ofMichigan a better place for all.Sincerely,Mark. S. SchlisselPresidentMartha E. PollackProvost and Executive Vice President forAcademic AffairsRob SellersVice Provost for Equity, Inclusion and Academic AffairsDiversity Executive Leadership TeamSusan E. (Sue) AlcockLiz BarrySusan E. BorregoDavid BrownSally J. ChurchillE. Royster HarperKevin HegartyS. Jack HuKedra IshopCatherine LillyDaniel LittleTimothy LynchWarde J. ManuelJerry A. MayKallie Bila MichelsLisa RudgersMarschall S. RungeJackie SimpsonLaurita ThomasCynthia H. WilbanksUNIVERSITY OF MICHIGAN

4DIVERSITY, EQUITY & INCLUSION STRATEGIC PLANEXECUTIVE SUMMARYThis strategic plan for diversity, equity and inclusion arises in thecontext of a rich and complex institutional history. Michigan hasstrived over its first two centuries to broaden its diversity andstrengthen its inclusiveness, though those efforts have not alwaysachieved success. It is our imperfect history coupled with our strongtradition of student activism and striving for change that has led usto this next concerted effort to create a diverse, equitable andinclusive environment for our entire campus community.In the period directly preceding the launch of thisplanning effort, two important campuswide studieswere commissioned by university leadership: theProvost’s Committee on Diversity, Equity & Inclusion(2013) and the Staff Committee on Diversity, Equity& Inclusion (2014). Both committee reportsconcluded, among other things, that the universityneeded to do more to recruit and retain a diversestudent body, faculty and staff. They also highlightedthe need for more robust cultural skills trainingacross all campus constituencies to help create amore inclusive campus environment.In addition, the findings of both committees resultedin a recommendation that the university conduct acampuswide strategic planning effort around theseUNIVERSITY OF MICHIGANissues. In September 2015, on the heels ofannouncing that creating a more diverse, equitableand inclusive campus was among his mostimportant priorities, President Schlissel calledupon the university community to developU-M’s first five-year diversity, equity andinclusion strategic plan.PLANNING PROCESS ANDCOMMUNITY ENGAGEMENTDue to the institution’s decentralized structure andthe significant differences in the demographiccomposition and organizational climate amongschools, colleges and units, university leaders choseto embark on a distributed planning process rather

DIVERSITY, EQUITY & INCLUSION STRATEGIC PLANthan one that was centrally focused. This distributedapproach was designed to address the specificchallenges and opportunities in local environmentsacross campus, to increase the diversity of thoseworking on the plan and to promote a sense ofcollective ownership of the final product.In total, 49 planning units were established—including all 19 schools and colleges, otheracademic affairs units, student life, athletics, thehealth system and administrative offices—andscores of unit planning leads were identified tomanage the local planning efforts. In September of2015, the campuswide planning process officiallycommenced.The 12-month planning period began with anassessment and community engagement phase.During this time, students, staff and faculty acrossthe campus participated in more than 200community engagement events, includingcampuswide activities and many events hosted byschools, colleges and units. Participants contributed ideas and feedback, which were used along withother existing diversity, equity and inclusion-related data to inform the unit plans.At the end of the planning period, all units hadcompleted strategic plans.THE CAMPUSWIDE PLANThe university’s plan serves as an umbrella for the49 school, college and unit plans. The overarchingstrategies and major campuswide actions emergedfrom and reflect the insight and innovationproduced by those unit plans. They are intended tosupport and enhance the unit plans. For that reason,they focus on areas where centrally coordinated andsupported programs and initiatives will be mosteffective. The core campuswide strategies will be:Overarching Strategy 1: Create anInclusive and Equitable CampusClimateWe will work to create an environment in which allcampus community members are welcomed andsupported, and differing perspectives andcontributions are sought out and valued. Majornew campuswide actions include training to buildcultural awareness and inclusiveness skills amongstaff, students, faculty and leaders; enhancingprogramming for student support and engagementthrough the new, centrally located TrotterMulticultural Center; increasing support forstudents and others experiencing climateconcerns; and conducting the first university-wideclimate survey.Overarching Strategy 2: Recruit, Retainand Develop a Diverse CommunityThrough focused efforts, we will work to build amore diverse student, faculty and staff communityon campus and equip individuals with the supportand opportunities necessary for their success. Majornew campuswide actions include initiatives to builda diverse pipeline of qualified undergraduate andgraduate student candidates; support programs toensure that students have the resources needed toexcel on campus; and develop tools to improvehiring and search processes for faculty and staff.Overarching Strategy 3: SupportInnovative and Inclusive Scholarshipand TeachingWe will ensure that diversity, equity and inclusionare foundational aspects of our educationalprogram offerings and teaching methodology, andthat scholarly research on diversity, equity andinclusion—and the scholars who produce it—arevalued and supported. Major new campuswideactions include programs to recruit and financiallysupport faculty whose research centers on theseissues; training on inclusive teaching methods; andthe development of processes that value diversity,equity and inclusion-related contributions infaculty evaluations and tenure reviews.The university has committed significant resourcesto support the programs and initiatives outlined inthis plan and in the unit plans. To ensure accountability, each of the actions initiated to achievethese three strategies has been assigned to aclearly identified office.5CONTINUING PROGRAMS ANDNEW INFRASTRUCTUREIn addition to the new initiatives outlined in thisplan, the many programs and offices establishedover the years will continue to provide foundationalsupport and infrastructure for this work. Fromthose designed to promote diversity, equity andinclusion to those that offer personal resourcesand assistance to community members, theongoing programs will play a vital role in achievingour goals of diversity, equity and inclusion.In the interest of establishing an elevated andexpanded leadership function to guide and supportprogress in this critical domain, the university willadd the role of Chief Diversity Officer to theexisting position of the Vice Provost for Equity,Inclusion and Academic Affairs. The new ViceProvost for Equity and Inclusion and Chief DiversityOfficer will be a key advisor to the president, willserve as part of the university’s executiveleadership team and will coordinate the implementation of the university’s strategic plan.METRICS AND REPORTINGBecause we are committed to holding ourselvesaccountable for achieving progress under this plan,we will track—over time—metrics that representimportant factors in assessing progress toward ourgoals. We will use these metrics in combination todetermine whether specific shifts up or down, orlack of activity, represent positive outcomesrelative to creating a more diverse, equitable andinclusive campus. At regular intervals, we willupdate the community on our progress. Thistracking and reporting will occur at the universityas well as the school, college and unit levels. Majorprogress will be evaluated at the end of year threeand again at the end of year five.UNIVERSITY OF MICHIGAN

6“Creating a diverse,equitable and inclusiveenvironment willonly be possible ifevery member of ourcommunity strivestoward these ideals.”Mohammad Shaikh,U-M studentUNIVERSITY OF MICHIGANDIVERSITY, EQUITY & INCLUSION STRATEGIC PLAN

DIVERSITY, EQUITY & INCLUSION STRATEGIC PLAN7SECTION 1:INTRODUCTION, CONTEXT AND GOALSUNIVERSITY OF MICHIGAN

8DIVERSITY, EQUITY & INCLUSION STRATEGIC PLANThis strategic plan for diversity, equity and inclusion, launched onthe eve of our 200th year, arises in the context of a rich and complex institutional history. Michigan has strived over its first twocenturies to broaden its diversity and strengthen its inclusiveness,though those efforts have not always achieved success. For example, women were admitted in 1870, yet also faced discrimination anddouble standards for the next century. Campus protests such as theBlack Action Movements and #BBUM (Being Black at Michigan)have drawn attention over the years to profound inequities in theexperiences of African Americans on our campus. While U-M wasthe first university in the country to establish an office focused onthe concerns of gays and lesbians when the Human Sexuality Office(today’s Spectrum Center) opened in 1971, it took 22 more yearsbefore U-M banned discrimination based on sexual orientation. YetIn 2003, the university took on the mantle of leadership for all ofhigher education and successfully fought before the U.S. SupremeCourt for the right to consider race as one factor in admissionsdecisions in pursuit of the educational benefits of diversity.It is our imperfect history, coupled with our strongtradition of striving for change, that has led us tothis next concerted effort to create a diverse, equitable and inclusive environment for our entire campus community. In the period directly precedingthe launch of this planning effort, two importantcampuswide studies were commissioned by university leadership in response to student activismand community concern. In 2013, the Provost’sCommittee on Diversity, Equity & Inclusion wasestablished and in 2014 the Staff Committee onDiversity, Equity & Inclusion was initiated. Thesegroups were charged with conducting an overallassessment of our campus as it relates to diversity,equity and inclusion among students, faculty andstaff.Both committees acknowledged that there weremany longstanding programs, resources andindividuals dedicated to promoting diversity, equityand inclusion at U-M. They also identified somechallenges. A lack of coordination across schools,colleges and units, with respect to diversity, equityand inclusion, a dearth of central data from whichto evaluate the success of existing efforts and theUNIVERSITY OF MICHIGANlack of consistent accountability among schools,colleges and units for progress on these issuesall were highlighted as key areas of concern. TheProvost’s Committee Report concluded that thepassage of the state constitutional ban on affirmative action (known as Proposal 2) in 2006 had ledto confusion about the legal limits of what couldbe done to advance diversity, equity and inclusionand, as a result, had become a frequently usedexcuse for inactivity around these issues.In addition, both reports concluded, among otherthings, that the university needed to do more torecruit and retain a diverse student body, facultyand staff. Furthermore, they highlighted the needfor more robust cultural skills training across allcampus constituencies to help create a more inclusive campus environment. The findings of bothcommittees resulted in a recommendation thatthe university conduct a campuswide strategicplanning effort around these issues.During this same period, Mark Schlissel began histenure as the 14th president of the university. InFebruary 2015, he announced that advancing the

DIVERSITY, EQUITY & INCLUSION STRATEGIC PLAN9ideals of diversity, equity and inclusion was amongthe most important priorities of his presidency. Inthe fall of that year, President Schlissel called uponthe university’s vast energies and intellectual andplanning resources to develop U-M’s first five-yeardiversity, equity and inclusion strategic plan, engaging all sectors and constituents of the university.OUR GOALSIn the President’s Charge to the Community,he called on the entire campus community—allschools, colleges and campus units—to develop astrategic plan in pursuit of the following goals:DiversityWe commit to increasing diversity, which isexpressed in myriad forms, including race andethnicity, gender and gender identity, sexualorientation, socioeconomic status, language,culture, national origins, religious commitments,age, disability status and political perspective.EquityWe commit to working actively to challenge andrespond to bias, harassment and discrimination.We are committed to a policy of equal opportunityfor all persons and do not discriminate on the basisof race, color, national origin, age, marital status,sex, sexual orientation, gender identity, genderexpression, disability, religion, height, weight orveteran status.InclusionWe commit to pursuing deliberate efforts to ensurethat our campus is a place where differences arewelcomed, where different perspectives are respectfully heard and where every individual feels asense of belonging and inclusion. We know that bybuilding a critical mass of diverse groups on campus and creating a vibrant climate of inclusiveness,we can more effectively leverage the resources ofdiversity to advance our collective capabilities.“What doesdiversity, inclusionand equity meanto me? It meansthe breaking downof stereotypeswhich gives us thepotential to becomeour dreams.”Avery Demond,U-M facultyUNIVERSITY OF MICHIGAN

10“While my handicapis part of who I am, ithas not stopped mefrom beingsuccessful atMichigan.”Donna Parr,U-M staffUNIVERSITY OF MICHIGANDIVERSITY, EQUITY & INCLUSION STRATEGIC PLAN

DIVERSITY, EQUITY & INCLUSION STRATEGIC PLAN11SECTION 2:PLANNING PROCESS AND EMERGENT THEMESUNIVERSITY OF MICHIGAN

12DIVERSITY, EQUITY & INCLUSION STRATEGIC PLANPLANNING PROCESSUNIVERSITY OF MICHIGAN

DIVERSITY, EQUITY & INCLUSION STRATEGIC PLANIn response to the President’s Charge, a Diversity ExecutiveLeadership Team (DELT) was formed in April of 2015 to oversee acampuswide strategic planning process and develop a set of objectives, an initial structure and a timeline. DELT comprised all members of the university’s executive leadership team as well as severalexperts from various units. DELT in turn commissioned a DiversityWorking Group (DWG) to develop a planning process that wasreflective of our values, especially inclusion. Diverging from thetraditional, top-down model for strategic planning common amongacademic institutions, the DWG and DELT opted for a grassrootsmodel designed to engage the entire campus community increating the path forward.DWG and DELT wanted to ensure a planning process that accounted for the unique context createdby the university’s decentralized structure. As aresult of numerous factors, demographic composition and organizational climate vary significantlyamong schools, colleges and units. For this reason,the university chose to embark on a distributedplanning process instead of one that was centrallyfocused. This distributed planning process wasdesigned to address the specific challenges andopportunities in local environments across campus, to increase the diversity of those working onthe plan and to promote a sense of collective ownership of the final product. As a result, the planningprocess allowed for some measure of flexibility andtook advantage of emergent ideas that contributedto a highly adaptive and responsive process.In total, 49 planning units were established—including all 19 schools and colleges, other academicaffairs units, student life, athletics, the healthsystem and administrative offices—and nearly 100strategic planning leads were identified to lead thelocal planning efforts. Later, scores of additionalplanning leads were recruited to engage with theprocess across the health system. The 49 planningunits were divided into four planning

Provost’s Committee on Diversity, Equity & Inclusion (2013) and the Staff Committee on Diversity, Equity & Inclusion (2014). Both committee reports concluded, among other things, that the university needed to do more to recruit and retain a diver

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