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Diversity, Equity and Inclusion Strategic Plan

Five-Year Strategic Objectives, Measures and FY18 Actions

I. Diversity Equity and Inclusion Strategic Plan: Overview

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 will not discriminate on the basis of race, color, national origin, age, marital status, sex, sexual orientation, gender identity, gender expression, disability, religion, height, weight, veteran or familial obligations.

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

  • The University of Michigan Office of Research’s (UMOR) mission is to advance the excellence of research, scholarship and creative activity across all three campuses by encouraging new research and providing central services in research policy; compliance, contract development and negotiation; federal relations; technology transfer; business engagement; and communications. We believe that organizational diversity and an inclusive, equitable environment improves our ability to carry out this mission and enables us to attract the best talent to do so.

II. Planning Process Used

Planning Lead(s)

  • Volker Sick

Planning Team

  • Daryl Weinert, Amanda Holdsworth, Niki Vick, Kathy Klinich

Planning Process Summary

In fall 2015, the vice president for research announced to all UMOR units that a diversity, equity and inclusion strategic plan would be devised in accordance with guidelines and timelines set forth by the Office of the President. The planning lead convened a meeting with all unit directors or their representatives in October, requesting input from all. Based on that input, the planning lead distributed data inquiry questionnaires to all UMOR unit leaders in December 2015.

The planning team began meeting at the end of January 2016 to analyze data for trends and commonalities amongst UMOR units. This was a particularly important process since the Office of Research is made up of a wide range of units with different size, focus and staff composition. The strategic plan is an umbrella instrument for each unit to take and use as a guiding framework to develop and adapt local efforts.

A draft strategic plan was assembled and was reviewed and discussed by the VPR and his management team on 2.17.16 after an initial screening by the Office of General Counsel (OGC) on 2.15.16. After 2.24.16, the draft plan was shared with all units for review and comment. The plan was finalized in March 2016.

Implementation Lead(s)

  • Volker Sick

Implementation Team

  • Rebekah Ashley, Lisa Kiel, Anna Kirkland, Kathy Klinich, David Lampe, Nancy Penberthy, and Daryl Weinert

Implementation highlights Year 1

  • UMOR is assessed as a whole but consists of 15 units ranging from seven to 120 employees; even our largest units are small compared to most academic units. Not all strategies will work for all units. Some units have been undergoing reorganization, so DEI could not be prioritized. Climate is likely different in all of these UMOR units. Results of the university’s staff climate survey will be reported for all units together; if not, staff could likely be identified because of low numbers in many units. However, this will limit units from identifying possible DEI issues within their unit. The same issues will likely affect the upcoming faculty surveys. Many UMOR staff are completely supported by sponsored research. If we are requiring DEI activities or training, we need to provide funding for the time these staff members spend on DEI activities. If the funding must come from current administrative budgets, something must be cut instead. If there are no resources provided, there may be a backlash against DEI activities. Many UMOR units focus on STEM fields, where applicant pools are not reflective of population diversity. Providing DEI training locations on north campus or at the NCRC would facilitate greater participation from UMOR staff. The number of spaces available in STRIDE (Strategies and Tactics for Recruiting to Increase Diversity and Excellence) programs each year is not sufficient to meet our goal of all UMOR faculty taking the class, let alone all of the other university faculty who may want to participate.
  • Overall, our implementation was aided by significant buy-in from UMOR leadership. There were multiple levels of participation on the DEI committee ranging from Associate Vice Presidents to administrative staff members, and contributing members from multiple UMOR units. The engagement of all levels and units provided a variety of perspectives and showed that everyone not only had the opportunity to contribute, but wanted to do so. The University Climate Survey also served as a catalyst to the UMOR community as evidenced by the significantly higher than average response rates across all UMOR units. UMOR staff participated in the recent university-wide All Staff Climate Survey at the rate of 72.5 percent, compared to 46.5 percent for the university as a whole.
  • UMOR used a multitude of processes to collect information and to evaluate what worked and what needs work. These included local committees in our various units, a dedicated email address to the UMOR DEI Implementation Team, as well as a DEI template report form that was sent to all unit directors to request input for our annual report. We will continue using these mechanisms to continue assessing and updating our Strategic Plan beyond Year 2. 

III. Data and Analysis: Key Findings

Summary of Data

Demographic Data

Listing of all staff within UMOR units, including part- and full-time employees (numbers in parenthesis):

  • Advanced Research Computing (ARC)(4)
  • Business Engagement Center (BEC) (11)
  • Center for Human Growth and Development (CHGD) (24)
  • Consulting for Statistics, Computing, and Analytics Research (CSCAR) (11)
  • Energy Institute (UMEI) (10)
  • Federal Relations for Research (1)
  • Functional MRI Facility (fMRI) (5)
  • Economic Growth Institute (22)
  • Institute for Research on Women and Gender (IRWG) (14)
  • MCubed (3)
  • Mcity (6)
  • Native American Graves Protection and Repatriation Act (NAGPRA) (1)
  • Transportation Research Institute (UMTRI) (113)
  • Office of Research and Sponsored Projects (ORSP) (41)
  • Office of Technology Transfer (OTT) (30)
  • Research Ethics & Compliance (36)
  • UMOR Central Office (22, staff only)

UMOR vs. U-M demographics Race/Ethnicity from Human Capital Report, data Nov. 2015

  U-M UMOR U-M (%) UMOR (%)
American Indian or Alaska Native 124   0.3% 0%
Asian 4631 38 10% 10.6%
Black or African American 3864 18 8.3% 5%
Hispanic or Latino 1507 9 3.2% 2.5%
Native Hawaiian or Other Pacific Islander 36   0.1% 0%
Two or More 758 2 1.6% 0.6%
White 33663 277 72.4% 77.4%
Unknown 1886 14 4.1% 3.9%
Total 46469 358 100% 100%

 

The overall diversity related to race and ethnicity for all UMOR units is somewhat below that of all U-M campuses. Variations between units and amongst different employee groups are substantial, however, numbers are too small for significant comparisons on a unit-by-unit basis.

Existing DEI Programs and Activities

  • Center for Human Growth and Development (CHGD)
    • For 21 years, CHGD has offered the NIH-funded Minority Health and Health Disparities Research Program (MHIRT) to attract academically stellar minority students, as well as other underrepresented students, for training in biomedical and behavioral sciences. As of 2015, 440 students have completed the program. Although demographics differ from year to year, in 2015, for example, 100 percent of the students were from an URM group; 88 percent were female students.
  • Institute for Research on Women and Gender (IRWG)
    • Established in 1995 to promote and support faculty research in all academic disciplines on gender, women and sexuality, IRWG serves both U-M and the surrounding communities. IRWG is nationally recognized as an academic leader in these areas and can serve as an on-campus resource for U-M schools, colleges and units.
    • IRWG currently houses a NIH-funded T32 interdisciplinary substance abuse training program with an overall record of diversity recruitment (at both the pre-doctoral and post-doctoral levels) that surpasses the wider university population and remains one of the most diverse training programs in the National Institute on Drug Abuse portfolio, with 30.8 percent of the trainees in the past decade coming from underrepresented racial/ethnic groups.
    • Between 2012 and 2015, IRWG awarded funding to 166 projects by U-M faculty or doctoral students working on women, gender or sexuality topics. Of the awardees, 26 percent were scholars of color and 14 percent were men. Many of the 166 projects receiving funds from IRWG focus either on marginalized minority populations or populations outside the U.S. For example, in FY16, seed grant funding from IRWG was awarded to seven faculty projects, three of which focus on the non-U.S. sites of Ethiopia, Russia and India.
    • IRWG’s Lane Hall offers gender-neutral bathroom facilities and is (dis)ability-accommodating.
    • IRWG has made the conscious choice to make its events more caregiver-friendly by moving the start times from 4pm to 3pm, making it possible for parents to attend the entire event and still retrieve a child from day care by closing time.
  • Economic Growth Institute
    • The institute (formerly the Institute for Research on Labor, Employment, and the Economy) conducts programs focused on African-American, Latino and Arab-American education in Southeast Michigan. For 35 years, the institute has offered programs and projects focused on diversity, equity and inclusion, and through further promotion, can and should be recognized as a national academic leader in DEI issues. The institute can serve as an on-campus resource for U-M schools, colleges and units.
  • University of Michigan Transportation Research Institute (UMTRI)
    • In 2016, UMTRI, with the assistance of a consultant, began developing its own Strategic Plan for Improving Diversity, Equity and Inclusion.
  • Business Engagement Center (BEC)
    • The BEC promotes U-M diversity, equity and inclusion public plans and events through its e-newsletter, reaching more than 4,200 subscribers (approximately 90 percent of subscribers are external to U-M).
  • Advanced Research Computing (ARC) and Michigan Institute for Computational Discovery and Engineering (MICDE) 
    • ARC and MICDE use guidelines set forth by the National Center for Women and Information Technology when creating job postings.
  • University of Michigan Energy Institute (UMEI)
    • UMEI utilizes a featured faculty profile on its homepage to promote faculty diversity, and ensures its marketing materials represent UMEI’s diverse faculty set.
  • Office of Research and Sponsored Projects (ORSP)
    • ORSP’s website includes ADA-compliant software.
  • Office of Technology Transfer (OTT)
    • OTT’s Entrepreneurs Engage resulted in an initiative led by a group of participants and others to focus on ways to encourage more women in entrepreneurial opportunities through workshops that focus on the experiences of female entrepreneurs.

Key Findings, Themes and Recommendations

Several UMOR units including the Center for Human Growth and Development (CHGD); the Economic Growth Institute; the Institute for Research on Women and Gender (IRWG); and the Transportation Research Institute (UMTRI) have already begun working on diversity, equity and inclusion plans to address recruitment, development and retention of faculty and staff. Moreover, for some UMOR units, creating environments that are diverse, equitable and inclusive have been central to their mission from their inception. Other units are keenly aware of what is needed to create a more diverse, equitable and inclusive environment, and all units can be better supported through centralized UMOR resources.

Over and above the actions stated below, in the short term, we plan to:

  • Rewrite the UMOR mission, vision and values statements to reflect our commitment to diversity, equity and inclusion. 
  • Ensure that all UMOR units comply with and complete any U-M Human Resources-mandated training on conflict resolution, sexual harassment and DEI.
  • Develop a process for continuous review, improvement and evaluation of DEI activities within UMOR, including assessment during individual employee reviews.

End of Year 1: A systematic review of websites and communications for promotion of DEI goals was conducted. Two units, the Office of Research and Sponsored Projects (ORSP) and the Institute for Research on Women and Gender (IRWG), developed unique plans to evaluate their communications for promotion of DEI goals. ORSP staff reviewed 198 pages of their website, 250 email communications, all other digital materials, such as videos and invitations, and all their print materials. They created a work plan to improve the ADA compliance of their website, as well as to supplement their stock photography account images with more inclusive images. ORSP also is working to improve signage and accessibility of events without infringement on major religious holidays. ORSP has plans in place to make sure future developments in their content remain ADA accessible. IRWG staff took a slightly different approach, drawing a random sample of 55 communications pieces from the 2016-17 academic year, including 10 website pages, 10 event flyers, 10 email newsletters, 15 Facebook posts and 10 Calls for Proposals, and rating them according to pre-set criteria for inclusiveness and diversity.

These efforts confirmed that some of IRWG’s accessibility efforts have saturated through everyday communications, but that some barriers to inclusiveness remain, which will be addressed in the upcoming year. Both these communications review plans show how units can take different strategies to self-review, showing areas for improvement even in cases where past efforts have already been somewhat successful.

We are thinking about broadening the information collection and analysis effort that was spearheaded by IRWG. 

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

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

IV. A. Recruitment, Retention and Development

Faculty

Five-Year Strategic Objective

  • Increase the diversity of UMOR faculty through targeted and aggressive recruitment strategies, while fostering faculty retention programs. As some UMOR units have done, look for opportunities, such as the Provost’s Faculty Initiatives Program (PFIP), to secure hires that show a commitment to diversity.

Measures of Success

  • The number of underrepresented minority (URM) faculty and the gender balance ratio among faculty within UMOR units.

FY18 Actions

  • Share and communicate best talent pool development, hiring and retention practices amongst UMOR units through a resource intranet and town hall trainings.
  • Institute a formal policy requiring all UMOR faculty and senior staff within 18 months to complete the free, 1.5-hour Strategies and Tactics for Recruiting to Improve Diversity and Excellence (STRIDE) training offered by ADVANCE
  • Monitor and revise as needed current position posting policy to:
    • Require screening of all UMOR job postings to ensure bias-free language, utilizing approved software.
    • Require all position postings to be federal affirmative action- and Americans with Disabilities Act- (ADA) compliant.
    • Standardize all job postings, where applicable, to include the language, “Salary negotiable within the posted range,” as research indicates the use of specific terminology increases the likelihood that female candidates will apply for positions (Babcock & Laschever, 2003).
    • Utilize multiple internal and external job posting outlets including resources provided by U-M’s Human Resources (https://hr.umich.edu/working-u-m/management-administration/recruiting-employment-services/recruiting-staff-diversity).
  • Continue to ensure faculty unit directors consider the diversity of their search committees.
  • Train faculty to become UMOR brand ambassadors with a focus on recruitment.
  • Partner with other U-M and UMOR units for recruitment opportunities.
  • Work with University Human Resources to develop family-friendly employment policies.
  • Determine how to best assess diversity, equity and inclusion beyond gender and racial categorization.
  • Review key findings from the annual Faculty Evaluation of Administrators to determine faculty satisfaction with current programs (AY15-16 median score of 3.55 out of 5).

Primary DE&I Goal: Diversity

Other applicable domain: All others

Undergraduate/Graduate Students

Five-Year Strategic Objective

  • Increase the diversity of students recruited into UMOR units for internships and part-time positions.

Measures of Success

  • The number of underrepresented minority (URM) and gender balance ratio among students working as interns or part-time employees in UMOR units.

FY18 Actions

  • Share and communicate best talent pool development, hiring and retention practices amongst UMOR units:
    • The Economic Growth Institute hires the most undergraduate students for student and intern positions and has an established system (namely, its focus on economically distressed communities, which often overlap with diverse communities) in place to ensure a diverse pool. Currently, 21 of its 38 student workers are URM and 17 student workers are female. The institute shares best practices for attracting and recruiting a diverse student worker/intern population with UMOR units through information sessions and a UMOR intranet resource page.
      • From its inception, part of the institute’s core mission is to address issues in economically distressed communities, which often overlap with diverse communities. By pursuing this mission, the institute naturally attracts staff and students for whom this is a priority.
  • Create a coordinated resource center for UMOR student recruitment opportunities.
  • Continue to utilize multiple internal and external job posting outlets, including U-M’s Diversity Outreach Network and others included in the a proposed UMOR recruitment toolkit.

Primary DE&I Goal: Diversity

Other applicable domain: All others

Staff

Five-Year Strategic Objective

  • Increase the diversity of UMOR staff through targeted and aggressive recruitment strategies, while fostering staff retention programs.

Measures of Success

  • The number of underrepresented minority (URM) staff and the gender balance ratio among staff within UMOR units.

FY18 Actions

  • Continue to share and communicate best talent pool development, hiring and retention practices amongst UMOR units.
  • Institute a formal policy requiring all UMOR staff involved in hiring decisions to complete a STRIDE-like training offered by UMOR within 18 months.
  • Monitor position posting policy to:
    • Require screening of all UMOR job postings to ensure bias-free language, utilizing approved software.
    • Require all position postings to be federal affirmative action- and ADA-compliant.
    • Standardize all job postings, where applicable, to include the language, “Salary negotiable within the posted range,” as research indicates the utilization of specific terminology increases the likelihood that female candidates will apply for positions (Babcock & Laschever, 2003).
    • Utilize multiple internal and external job posting outlets including resources provided by U-M’s Human Resources (https://hr.umich.edu/working-u-m/management-administration/recruiting-employment-services/recruiting-staff-diversity).
  • Lobby to extend the Detroit Connector Service to allow for more candidates from Detroit to apply for and accept positions at U-M Ann Arbor. Currently, the Detroit Connector only offers regular service on Thursdays and Fridays with limited service during the weekend.
  • Ensure unit directors consider the diversity of their search committees.
  • Train staff to become UMOR brand ambassadors with a focus on recruitment.
  • Partner with other U-M and UMOR units for recruitment opportunities.
  • Work with University Human Resources to develop family-friendly employment policies including special considerations for part-time employees.
  • Determine how to best assess diversity, equity, and inclusion beyond gender and racial categorization.

Primary DE&I Goal: Diversity

Other applicable domain: All others

IV. B. Education and Scholarship

Five-Year Strategic Objective

  • Strengthen and expand UMOR’s educational offerings promoting diversity, equity and inclusion.

Measures of Success

  • The number of students, faculty and staff participating in programs.

FY18 Actions

  • Assess the communications plan for the Institute for Research on Women and Gender (IRWG) and the Economic Growth Institute to determine if more resources are needed to raise awareness of program offerings. Both IRWG and the Economic Growth Institute are nationally recognized as academic leaders in these areas and can serve as resources for U-M schools, colleges and units.
  • Develop a process for those UMOR units currently involved or interested in educational outreach to request support for programs, such as facility tours and activities.
  • Work with various campuses and facilities, such as NCRC, to cross-promote educational DEI offerings to UMOR employees through the monthly faculty/staff e-newsletter (current open rate of 44 percent).
  • Promote DEI offerings at monthly Research Associate Deans (RAD) meetings and encourage RADs to share information with their own faculty and staff.

Primary DE&I Goal: Equity

Other applicable domain: All others

IV. C. Promoting an Equitable and Inclusive Community

Five-Year Strategic Objective

  • Require that all UMOR communications and marketing materials reflect the vision of diversity, equity and inclusion for the University of Michigan.

Measures of Success

  • Comprehensive review of UMOR communications materials by the UMOR Communications Office to ensure compliance.

FY18 Actions

  • Monitor all UMOR units’ communications and marketing materials to maintain diverse and compliant content.
  • Complete an audit of all UMOR units’ websites to ensure language and images reflect diversity. Ensure all websites are ADA-compliant; if not, provide funding to aid units in website upgrades.
  • Update UMOR marketing materials with the new UMOR mission, vision and values statements.
  • Develop a formal policy addressing diversity, equity and inclusion requirements for UMOR communications tools and disseminate to UMOR communications practitioners through the UMOR Communicators’ group. All tools will be reviewed and approved by U-M’s Office of the Vice President and General Counsel prior to distribution.

Primary DE&I Goal: Inclusion

Other applicable domain: All others

Five-Year Strategic Objective

  • Create a culture within UMOR where staff members are recognized and awarded for their contributions.

Measures of Success

  • The completion of a comprehensive review of university policies and career development opportunities for staff.

FY18 Actions

  • Utilize data from U-M climate study to assess UMOR staff concerns.
  • Review input from UMTRI focus groups (in progress).
  • Review and update job classifications.
  • Provide more opportunities for staff development and training.

Primary DE&I Goal: Inclusion

Other applicable domain: All others

Five-Year Strategic Objective

  • Develop an internal communications plan to promote new diversity, equity and inclusion (DEI) plans; achievement benchmarks; add new phases in the implementation of deliverables.

Measures of Success

  • DEI communications plan evaluation, including engagement, tactical results, metrics and analysis of the UMOR DEI Strategic Plan adoption rates.

FY18 Actions

  • Develop a DEI communications plan in conjunction with goals/milestones set forth by the   U-M Office of Diversity, Equity & Inclusion.
  • Update DEI resources webpage for UMOR faculty and staff.
  • Work with UMOR Communicators’ group to disseminate information from UMOR’s DEI strategic plan.

Primary DE&I Goal: Inclusion

Other applicable domain: All others

Five-Year Strategic Objective

  • All UMOR’s training programs will reflect U-M’s vision for diversity, equity and inclusion (DEI).

Measures of Success

  • All training materials will reflect diversity, equity and inclusion, and will be ADA-compliant.

FY18 Actions

  • Review Navigate suite of training programs for research training to ensure DEI- and ADA-compliance.
    • If training programs do not currently reflect U-M’s vision for DEI, develop a plan and budget for updating programs and materials.

Primary DE&I Goal: Inclusion

Other applicable domain: All others

Five-Year Strategic Objective

  • UMOR Human Resources will strive to create clear and concise guidelines for UMOR employees.

Measures of Success

  • Creation of 100 percent of the guidelines by the end of FY18.

FY18 Actions

  • UMOR Human Resources will update/create and distribute guides/policies including:
    • Family and Medical Leave Act (FMLA)
    • Work-from-home
    • Partial leave
    • Parental leave
    • ADA workplace adjustments
    • UMOR recruitment toolkit
    • Conflict resolution
    • Sexual harassment

Primary DE&I Goal: Inclusion

Other applicable domain: All others

IV. D. Service (as applicable)

Note: UMOR’s service mission for internal constituents is guided and controlled by what is described in the previous sections of the strategic plan.

External Partners

Five-Year Strategic Objective

  • Promote and support U-M diversity, equity and inclusion initiatives through external outreach to corporate partners, government agencies and foundations.

Measures of Success

  • Number of corporate partners, government agencies and foundations seeking involvement with UMOR after the launch of the diversity, equity and inclusion plan.

FY18 Actions

  • Create a benchmark of current corporate, government and foundation partners currently participating in DEI initiatives across campus.

Primary DE&I Goal: Inclusion

Other applicable domain: All others

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

Diversity

  • UMOR will continuously monitor its faculty and staff diversity profile in all units and provide centralized support for those units seeking/needing resources to attract, hire, train and retain a diverse workforce.

Equity

  • On an annual basis, UMOR Human Resources will analyze the merit review documents submitted to UMOR’s director of human resources in order to track demographics of promoted faculty/staff, as well as the demographics within salary bands of employees.

Inclusion

  • Results on the U-M climate measures of UMOR faculty, staff and students.

Overall

  • Require all units to submit to UMOR annual progress reports on status, activities, and achievements related to diversity, equity and inclusion.

We will wait for the central U-M template to guide us on collecting relevant information.

VI. Action Planning Tables with Details and Accountabilities

VI. A. Recruitment, Retention and Development

Key Constituency Strategic Objective Measures of Success Detailed Actions Planned (measurable, specific) Group/persons accountable Resources needed (if applicable)
Faculty, Staff Increase diversity

 # of URM faculty and staff; gender balance ratio

- Sharing of best practices in recruitment, hiring and retention.

- Institute policies regarding required STRIDE training for faculty and UMOR-sponsored STRIDE-like training for staff involved in hiring; screening of job postings for bias-free language and to ensure affirmative action- and ADAcompliance; utilization of UM-provided resources for diversity recruitment and hiring; train faculty and staff to become UMOR brand ambassadors with a focus on recruitment; partner with other units for recruitment opportunities; work with U-M HR to develop family-friendly employment policies.

UMOR unit directors; UMOR Human Resources  
Students Increase diversity

# of URM students; gender balance ratio

- Create coordinated resource center for UMOR student recruitment opportunities and utilize U-M diversity networking resources to publicize openings.

UMOR unit directors; UMOR Human Resources  

 

VI. B. Education and Scholarship

Key Constituency Strategic Objective Measures of Success Detailed Actions Planned (measureable, specific) Group/persons accountable Resources needed (if applicable)
Students, faculty and staff

 

Strengthen and expand UMOR’s educational offerings that promote diversity, equity and inclusion

# of students, faculty and staff participating in programs

-Develop formal process for UMOR units offering, or interested in offering, educational outreach programs, to request support (financial, marketing, etc.).

-Assess communications plans for IRWG, Economic Growth Institute and CHGD’s MHIRT to determine if more resources are needed to raise awareness of program offerings (both internal and external to U-M).

UMOR Human Resources, UMOR Comm.  

 

VI. C. Promoting an Equitable and Inclusive Community

Key Constituency Strategic Objective Measures of Success Detailed Actions Planned (measurable, specific) Groups/person accountable Resources needed (if applicable)
Faculty, staff and external partners Require that all UMOR marketing and comm. materials reflect U-M's vision for DEI Compliance levels

-Complete communications audits of all UMOR units by the end of FY16.

-Review UMOR units’ websites for ADA compliance.

-Update UMOR marketing materials with new UMOR mission, vision and values statements.

-Create and distribute OVPGC-approved UMOR communications tools to UMOR communicators.

UMOR comm. Potential funding for ADA-compliant website updates
Staff Create inclusive culture for staff Completion of a thorough review of U-M HR policies and career development opps for UMOR staff

-Review data from U-M climate study and UMTRI focus group samples to assess UMOR staff concerns.

-Review and update job classifications and policies regarding flexible work opportunities.

-Provide more opportunities for staff development, training and recognition.

UMOR Human Resources  

 

VI. D. Service

Key Constituency Strategic Objective Measures of Success Detailed Actions Planned (measurable, specific) Group/persons accountable Resources needed (if applicable)
Corporate, government and foundation partners

Promote and support U-M diversity, equity and inclusion initiatives through external outreach to corporate partners, government agencies and foundations

# of partners involved with UMOR after the launch of the diversity, equity and inclusion plan

-Create a benchmark of current corporate, government and foundation partners currently participating in DEI initiatives across campus.

-Work with the Business Engagement Center to define and disseminate key messaging to U-M’s corporate and community partners in regards to UMOR’s commitment to diversity, equity and inclusion.

Business Engagement Center  

 

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

Project Manager Volker Sick is the key contact for the stewardship of this plan in FY18. UMOR’s director of human resources will assist him.

The UMOR Diversity, Equity and Inclusion Strategic Planning Team will meet quarterly to review UMOR’s progress-to-goals. Working with UMOR Communications, the team will continue to disseminate information to all units regarding support and available resources. A mid-year status report on progress will be presented to the UMOR Leadership Team in January 2018 with Year Three recommendations to be presented in April 2018.

Year 1: update: UMOR has established a team of eight participants for our Implementation Lead team and we have a dedicated email address for UMOR employees to submit questions, concerns, and suggestions. The implementation group reaches out to units with advice and opportunities. The guidelines document on our website http://research.umich.edu/diversity-equity-inclusion including select links, supports the units with implementation efforts. 

VIII. Conclusion

Regular status reports will be shared with the UMOR Leadership Team, directors and senior staff with information regarding progress-to-goals and areas requiring further attention.

UMOR views this strategic plan as a living document, and will continue to search for additional ideas and sources of information to better guide the implementation and evaluation of this plan. Examples of external sources and references are included below.

References