LSA DEI Strategic Plan - Goal Status
LSA's community is comprised of people with different roles—faculty, staff, and graduate and undergraduate students—each with its own needs and contributions to make around diversity, equity, and inclusion. To see the progress status for each group's goals, click on the headers below.
Note: As the strategic plan has evolved, some goals and objectives have been completed or combined. This list shows progress on the latest version of the DEI plan, posted September 2019. For more information about the goals, please contact the DEI office.
Faculty Related Goals
Improve Faculty Retention and Departmental Climate
Continue to monitor and evaluate retention process
Recognize work related to DEI
Raise awareness about teaching evaluations
Revise faculty evaluation criteria to reflect DEI
Increase scope and topics in DEI Training
Improve Faculty Mentoring and Career Advising
Implement faculty mentoring plans within all departments
Offer LAUNCH program to all new LSA faculty
Develop and implement DEI course offerings for LSA faculty
Train and support for faculty mentors
Support chairs in mentoring in all ranks, including post-tenure faculty and lecturers
Establish departmental diversity recruitment plans for position requests (pending LSA EC approval)
Support LSA Collegiate Fellows Program and similar fellowships that take into account commitment to DEI
Undergraduate Education Goals
Recruit, Retain, and Support Transfer Students
This revised goal incorporates LSA DEI Goals #5, #7, and parts of #13 from 2018-19. It brings together the creation of outreach, recruitment, and support efforts for incoming first- year students with the goals to further diversify the student population by recruiting and supporting transfer students, especially those from community colleges, veterans, and international transfers. Across these efforts we use student recruitment, cohort programs, and learning communities as vehicles to promote student success. These goals will no longer be reported on separately as we move from experimentation in Years 1-3 to institutionalization in Years 4 and 5.
Increase Equitable Access to Resources & High-Impact Learning Opportunities for All Students
Coordinate and direct program design and fundraising toward lowering barriers to access and participation in educational opportunities, especially in high-impact practices such as internships, study abroad, community-based learning, undergraduate research, department-based cohort experiences and career coaching, as well as access to preparation for competitive national fellowships and scholarships, and graduate and professional school. This revised goal incorporates LSA DEI Goals #6, #13, #14 and #16 from 2018-19, which will no longer be reported on separately.
Institutionalize successful ways of increasing the number of students utilizing new and existing LSA initiatives pertinent to equitable access. Also, expand on existing resources to ensure that every LSA student is able to take full advantage of a variet of learning opportunities without barriers to access or inclusion.
Provide training, support and inspiration in inclusive teaching and learning pedagogies for 80% of LSA’s instructional faculty by 2021. This revised goal incorporates LSA DEI Goals #8, #9, #10, #11 from 2018-19. These goals will no longer be reported on separately as we move from experimentation in Years 1-2 to institutionalization in Years 4 and 5.
Achieve the 2021 goal of reaching 80% of the faculy and institutionalize the most successful methods.
Diversify STEM: Continue to Develop Inclusive Undergrad STEM Education
Promote greater collaboration across pre-college programs, student recruitment, and student support programs, along with faculty-driven curricular efforts to promote inclusive pedagogies in “foundational” courses in the Natural Sciences, in order to “retain” more underrepresented students in NS majors. Establish more robust coordination among student support programs, deeper engagement with academic departments and faculty members; a more intense focus on creating inclusive teaching and learning environments; and a better alignment across teaching, mentoring and advising in ways that center the experiences of students inside and beyond classrooms and labs.
Begin to institutionalize progress made toward STEM diversification, equity and inclusion.
Cultivate a Critical Mass of Student Leaders to Help Improve Campus Climate
This is a consolidation within Goal #15 from 2018-19, which proposed a variety of ways to create and sustain efforts to build a more inclusive campus culture by partnering with students (Undergraduate Education Climate Committee), supporting their initiatives (Democracy in Action Fund), and providing opportunities for student workers to receive training in inclusive practices (The Inclusive Campus Corps, as a two-year pilot; Peer Tutor Summit; Leadership in Action August Training). For Years 4 and 5 of the DEI Plan we will seek to further institutionalize successful programs and to move the Inclusive Campus Corps from pilot to fully-scaled program with the goal of creating a critical mass of student workers and student leaders with training in inclusive practices.
Fully institutionalize successful programs and pilots from previous years, and determine the viability of a fully-scaled Icc.
Graduate Education Goals
Expand Preview Weekends for Graduate Student Recruitment
Engage additional natural science units in participating in preview weekends.
Expand Preview Weekends to Social Science and Humanities programs.
Support existing departments who are participating in Preview weekends. Seek funding to enable the departments to join.
Create Partnerships with Minority Serving Institutions
Develop a plan to compile contacts of potential partner institutions from departments (plus alumni and other connections) to create network.
Create conceptual framework of partner activities (faculty exchanges, student exchanges, 4+1 programs, etc.)
Carry out the planned activities with identified partners.
Evaluate effectiveness of partnerships.
Improve Graduate Admissions Training and Support
Promote admissions workshop to LSA admissions chairs and committee members.
Create internal website for sharing information on admission and selection of prospective applicants, including language for communications.
Involve Graduate Students in the Dean’s Office DEI initiatives
Investigate creation of other means of continuous feedback to the College (student organizations, website, online chats, etc.).
Work with existing graduate student organizations.
Coordinate with Rackham on outreach.
Increase Training and Support for GSIs
Promote existing trainings offered via CRLT, ELI, IGR, and other campus partners.
Create website for training options.
Evaluate existing training to determine whether new programming could fill in any gap; involve students in evaluations.
Continue to create new training or adjust existing training to meet student needs, especially for students in groups such as international students and those with disabilities. Evaluations will help make adjustments.
Staff Related Goals
Review and Update LSA Policies for Staff
Review policies; update to ensure DEI support.
Perform ongoing monitoring and improvement of policies for alignment with DEI objectives.
Add policies as needed to support DEI; discontinue policies hindering efforts.
Enhance Overall LSA Staff Employment Branding with DEI Efforts
Make job postings and advertisements more impactful with respect to DEI in LSA.
Incorporate positive data from UM-wide climate survey if available about state of DEI in LSA employee communications.
Increase Active Recruitment of Diverse Applicants for LSA Staff Positions
Update existing list of recruitment sources for diverse applicants for hiring manager use.
Continue review of diversity of applicant pools.
Engage in Career Development for Key Staff Positions
Develop initial data on key LSA positions; use in creating succession plan.
Monitor Staff Climate and Focus on Staff Retention
Continue monitoring potential climate issues and proactively resolving DEI-related issues.
Review trends in DEI issues; determine intervention effectiveness.
Educate supervisors on UHR retention toolkit; commence conducting interviews.
Accommodating LSA Staff with Disabilities
Review ADA cases for LSA; continuously improve interactive process.
Provide regular reminders about ADA training in MyLinc and additional resources and training available.
Develop and Implement Staff and Supervisory Professional Development
Continue reviewing data from LSA-specific sessions, competency data, and U-M climate survey to assess impact of sessions.
Enhance Analysis and Information Sharing on Career Opportunities and Paths for Diverse Staff
If U-M climate survey includes career development question, use as baseline to determine if positive change occurs.
Conduct career development sessions to provide guidance on career advancement.
Create and review data on transfers to determine when diverse staff experience positive career changes.
Analyze employment status change data to determine if concerns exist for diverse groups; take corrective action if appropriate.
Evaluate 2016-2021 progress to determine impact activities on diverse groups.
Build and Publish a Dedicated LSA Website on Staff Diversity
Solicit ongoing stakeholder feedback on site value.
Expand site to include information on progress to 2021 plan, DEI events on campus, and employee resource groups.
Create and Implement a DEI Expectations Statement or Competency Rating for Staff
Develop and communicate staff DEI expectations or competency statement for staff; review and update over time; recognize exemplary staff with awards and other forms of recognition.
Capture qualitative information in ePerformance on DEI-related staff development; deferring to rollout of new UHR DEI competency model.
As measure of various DEI activities, evaluate change in staff aggregate DEI competency.
Utilize Space Naming to Optimize Inclusivity in Recognition of Significant Figures and Events
Review and revise LSA space naming policies; update to ensure DEI support.
Evaluate opportunities to use space naming and other strategies associated with space/location to recognize events or individuals associated with the property.
Educate our community on sexual harassment and misconduct prevention in an effort to promote a safe and supportive environment for all members to work, learn, and thrive.
Support unit-level participation in mandatory training.