P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S

P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S

Conversation on Diversity, Equity, and Inclusion Plan at MSU Luis Alonzo Garcia and Wanda D Lipscomb, PhD Diversity, Equity, and Inclusion Steering Committee Co-Chairs Jabbar Bennett, PhD Vice President and Chief Diversity Officer Academic Advancement Network Tuesday, May 11, 2021 P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

AGENDA Welcome and Session Overview Presidential Initiatives and Planning Activities Committee Charge, Members, Timeline, and Work DEI definitions for MSU External Benchmarking Environmental Scan: Inventory, Engagement Sessions, AAN Session, Task Force on Racial Equity Social Identities Strategic Goal Areas and Recommendations Reflection and Next Steps P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Presidential Initiatives and Planning Activities that Support DEI Address opportunities for systemic change – Interconnected – Moving MSU Forward Relationship Violence & Sexual Misconduct Expert Advisory Committee Multicultural Center Feasibility Study Planning Committee MSU Diversity Equity and Inclusion Steering Committee (Comprehensive with a Long-Term Focus) MSU Strategic Planning Committee Report to President Spring 2021 Task Force on Racial Equity (Focus on Immediate Action Items) Recommendations to President in Fall 2020 P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I Search Committee for Vice President and Chief Diversity Officer

WHY are we creating the DEI Plan? “A culture embracing diversity, equity and inclusion is essential for all that Michigan State University (MSU) wants to accomplish. A comprehensive planning process around those values will work in collaboration with the strategic planning process while elevating the importance of diversity, equity and inclusion as a foundation for all MSU does.” In the initial charge letter (January 17, 2020) from President Stanley, he directed the Diversity, Equity, and Inclusion Steering Committee (DEISC) to broadly examine diversity, equity, and inclusion with a focus on “ social identities, including age, color, disability status, ethnicity, gender, gender identity, national origin, race, religion, sexual orientation, socioeconomic level and veteran status.” President Samuel L. Stanley Jr., M.D. in charge letter to DEI Steering Committee P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

WHO? Presidential Appointments to the DEI Steering Committee DEI Steering Committee Members – Broad Representation Faculty, Staff, & Students Yael Aronoff, Michael and Elaine Serling and Friends Chair of Israel Studies; Associate Professor, James Madison College; Director, Jewish Studies Program Sheila Contreras*, Associate Professor of English Pero Dagbovie*, University Distinguished Professor of History; Associate Dean, Graduate School Nakia Barr, Secretary of the Board of Trustees; Associate General Counsel Prabu David*, Dean, College of Communications Arts and Sciences Jesse Beal, Director, LBGT Resource Center Savannah Fort, Student Committee Member, RHA CDIO Representative Quintin Bell, Student Committee Member, CORES/COPS Representative Patrick Forystek, Coordinator, Student Veterans Resource Center Kaitlyn Bolton, Student Committee Member, RHS Representative Sharon Butler, Associate Vice President for Human Resources Luis Alonzo Garcia, Co-Chair Director, Migrant Student Services Vennie Gore*, Senior Vice President for Auxiliary Enterprises, Interim Vice President for Student Affairs and Services Dylan Catalano, Senior, Social Relations P R E S and I D EPolicy, N T I A ASMSU L S T R AT E G I C I N I T I AT I V E S D E I Representative Jonglim Han, Interim Program Director, Dow STEM Scholars, Neighborhood Student Success Collaborative Steve Hanson, Associate Provost and Dean for International Studies and Programs Maggie Chen Hernandez*, Associate Director, Office of Cultural and Academic Transitions Michael Hudson, Director, Resource Center for Persons with Disabilities Mohammad Khalil, Professor of Religious Studies; Director, Muslim Studies Program Wanda Lipscomb*, Co-Chair (June 2020May 2021), Senior Associate Dean for Diversity and Inclusion, Associate Dean of Student Affairs, Associate Professor of Psychiatry, College of Human Medicine * Strategic Planning Committee

DEI Steering Committee Members Dylan Miner, Director, American Indian and Indigenous Studies; Associate Professor, Residential College in the Arts and Humanities Debra Martinez, Deputy Director, Office of Institutional Equity Ruben Martinez*, Professor of Sociology; Director, Julian Samora Research Institute Florene McGlothian-Taylor, Sergeant and Head of the MSUPD Inclusion and Anti-Bias Unit DEI Steering Committee (continued) Kris Renn, Professor of Higher, Adult and Lifelong Education; Associate Dean of Undergraduate Studies for Student Success Research Quentin Tyler, Associate Dean & Director for Diversity, Equity, and Inclusion, Acting Associate Dean, Faculty Affairs & Administration, College of Agriculture and NaturalTeam Resources Project Francisco Villarruel*, Professor of Human Development and Family Studies; Faculty Grievance Official Melissa Yzaguirre, Doctoral Student, Human Development and Family Studies Cynthia Jackson-Elmoore*, Co-Chair (Jan – May 2020), Dean of the Honors College *Strategic Planning Committee Teal Amthor-Shaffer, Executive Director of Strategic Relations Chris Chapman, Title IX Communications Manager Rachel Perez , Project Co-Manager, Health and Safety Administrative Assistant, MSU Residential and Hospitality Services Jacqui Broughton, Data Resource Analyst, Institutional Research, Office of Planning and Budgets Emily Gerkin Guerrant, Vice President and University Spokesperson, University Communications Resource Support Bethan Cantwell, Assistant Director, Office of Planning and Budgets and Director of Institutional Research Kelly High McCord, Project Co-Manager, Strategic Innovation and Lean Performance Manager, Director of Human Resources, MSU Residential and Hospitality Services Lauren Collier, Abbey Graff, Jeanie Maidona, and Kenneth Russell – Graduate Assistants Abram Huyser-Honig, Data Resource Analyst, Institutional Research, Office of Planning and P R E S I D E N T I A L S T R A T E G I C Budgets I N I T I AT I V E S D E I Tamra Dillingham, Executive Assistant, College of Human Medicine Lambert & Co

Process and Timeline P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Key Questions for the DEI Steering Committee P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Committee Charge from President How? DEI Committee Input and Task Groups MSU MSU Definition Definition of of Diversity, Diversity, Equity Equity and and Inclusion Inclusion Best Best Practices Practices and and Insights Insights from from Benchmarking Benchmarking Identify Identify existing existing programs, programs, initiatives, initiatives, units units and and operations operations that that support support diversity, diversity, equity equity and and inclusion inclusion Pinpoint Pinpoint existing existing gaps gaps and and opportunities opportunities to to address address DEI DEI in in university university mission mission areas areas Identify Identify potential potential synergies synergies -- opportunities opportunities for for alignment, alignment, replication, replication, and and expansion expansion Establish Establish aa framework framework to to lead lead MSU MSU to to become become aa national national leader leader in in DEI DEI P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I Definitions Benchmarking Engagement Strategies Leadership Retreat Web Based Input Listening Sessions DEI Work Group Meetings DEI Inventory Presentations to DEI Steering Committee All Groups

Committee Charged to Examine How? DEI Committee Work Groups Established Composition Composition and and success success of of faculty, faculty, staff staff and and students students Composition and Success of Faculty and Academic Staff Curriculum, Curriculum, formal formal and and informal, informal, and and educational educational programs programs Formal Curriculum and Educational Programs Engagement Engagement through through community community outreach, outreach, alumni, alumni, advancement, advancement, extension extension and and procurements procurements Research Research and and scholarship scholarship Campus Campus culture culture for for faculty, faculty, staff, staff, and and students students P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I Composition and Success of Students Community Outreach, Engagement and External Relations Research and Scholarship Culture Composition and Success of Support Staff Informal Curriculum and Educational Programs

DEI Steering Committee Work and Activities Developed DEI Definition with Preamble Consultation with RVSM and Strategic Planning Benchmarking (External & Internal) Discussions with Key Leaders Analysis of Institutional Culture Consultation with Campus Experts Reviewed Policies, Practices & Plans Analyzed Website Feedback Research & Literature Review Institutional DEI Inventory Analysis of Institutional Data Engagement Listening Sessions P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Preamble to the Definition of Diversity, Equity and Inclusion Diversity, equity and inclusion – collectively known as DEI – must be foundational for all Michigan State University (MSU) does. DEI must be central to the University’s mission and we need to begin by recognizing that MSU occupies the ancestral, traditional, and contemporary Lands of the Anishinaabeg – the Three Fires Confederacy of Ojibwe, Odawa, and Potawatomi peoples. The University resides on Land ceded in the 1819 Treaty of Saginaw. We believe that a culture embracing DEI is instrumental to all that Michigan State University aspires to be and hopes to accomplish. We believe a culture that embraces DEI is essential to Michigan State University and is deeply woven into its land-grant mission and vision, while recognizing the inequitable history of the Morrill Act and the disproportionate impacts of public education in the US. To properly move MSU towards the aspirational aims of DEI, we must recognize the significant struggles and accomplishments over the years by those working to make MSU a more diverse, equitable, and inclusive institution. At the same time, we must be realistic and acknowledge the ways that the University has not fully attained its aspirational goals of being diverse, equitable, and inclusive. These definitions are intended to serve as a mechanism to ensure that MSU upholds diversity, equity, and inclusion at all institutional levels. These definitions, and the actions they engender, position MSU R Elarger S I D E Nmovement T I A L S T R A Ttowards E G I C I N Isocial T I A T I Vjustice. ES DEI withinP a

How Will the MSU Community Define Diversity, Equity & Inclusion? DIVERSITY represents our varied collective and individual identities and differences. We recognize that diversity is a central component of inclusive excellence in research, teaching, service, and outreach and engagement. We are committed to engage, understand, promote, and foster a variety of perspectives. We affirm our similarities and value our differences. We uphold that to truly be excellent, a university must support diversity. EQUITY goes beyond fair treatment, opportunity, and access to information and resources for all, although these are crucial to the success the university. Rather, equity can only be achieved in an environment built on respect and dignity in an environment that acknowledges historic and contemporary injustices. We are committed to intentionally and actively redressing barriers, challenging discrimination and bias, and institutionalizing access and resources that address historical and contemporary social inequalities. INCLUSION actively invites all to contribute and participate. In the face of exclusive differential power, we strive to create balance. Every person’s voice is valuable, and no one person is expected to represent an entire community. We are committed to an open environment and campus where students, alumni, staff, faculty, and community voices are equally respected and contribute to the overall institutional mission. P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

External Best Practices from Benchmarking with Big Ten and AAU Universities A central plan outlining vision, values, goals and outcomes. DEI metrics and outcomes integrated into performance reviews of university leaders. Using the central plan as a framework, colleges and administrative units develop unit-specific goals and metrics. Transparency and accountability via online dashboard reporting and monitoring for DEI goals, which are reviewed annually for a five-year period during which the DEI plan remains a “living document.” Some plans identify leadership and support functions, such as communication, accountability and advancement, as a major stand-alone theme. Chief Diversity Officer empowered to work with President and Provost to implement DEI and evaluate progress. P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

DEI Inventory Results – Existing Efforts 137 Total Submissions Representing 17 Degree Granting College MAUs and departments and office within the MAUs 16 Other MAUs 25 Units with specific DEI Strategic Plans 18 Units with Strategic Plans that incorporate DEI goals P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I Resources, Positions, Programs & Committees 43 units report dedicated general funds assigned to DEI Efforts – broad range of 34 units report DEI dedicated positions (multiple titles and range of responsibilities) Adviser, Senior Associate Dean, Associate Dean, Assistant Dean, Director, Coordinator Position Responsibilities: Students, Faculty Outreach, Research, Curriculum DEI Programs and Initiatives Pathway Programs Student Support Initiatives Faculty Development Initiatives

DEI Inventory Results – Consistent Components of Unit DEI Plans DEI training External engagement Increasing the diversity and retention of students Increasing diversity and retention of staff and faculty Student support initiatives Increase DEI content in courses Transparent and inclusive culture P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Engagement Listening Sessions – October – November 2020 Total number sessions: 53 Total number of participants: 441 Input from diverse faculty, staff, students, and alumni 11 Advisory Groups and Councils 6 Alumni and Community Groups with diversity focus 17 Centers, Departments, Initiatives and Programs 6 Faculty and Staff Diversity Groups and Organizations 13 Student Groups and Organizations P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Sample of Gaps and Needs Identified from Listening Sessions Absence of intersectional data for faculty, staff and students Gaps in persistence and graduation rates for certain sub-populations such as Pell Grant recipients, African American students and LatinX students Inconsistent system of campus climate surveys and assessments Lack of a rapid response system to bias incidents Lack of integration between university-wide DEI commitments with the classroom experience Lack of critical mass of minoritized and marginalized populations in faculty, staff and administrators Lacks diversity requirements in the curriculum that are clear and rigorous Low exposure to inclusive curriculum exists at MSU particularly US based Perception of institutional instructional and administrative bias in the classroom Physical spaces that do not reflect the diversity of the community and provide accessibility needed for broad diverse community P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Academic Advancement Network: November 2020 What will diversity and equity look like when it is full integrated across the university? What will you as a leader contribute to the DEI Efforts at the university? What will it take for MSU to become a National Leader in Diversity, equity and inclusion? Innovation Open Dialogue & Communications Accountability of Leadership Collective Commitment to DEI Investment and Resources Shared University Values Alignment of Efforts Cohesive Climate & Culture P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

DEI Steering Committee Task Force on Racial Equity – Appointed July 2020 – Reports Distributed January 2021 President’s Statement announcing the Task Force on Racial Equity .“I recently asked our Diversity, Equity and Inclusion Steering Committee to create a focused task force to identify areas that require immediate attention and to call on any additional campus experts who might be helpful.” July 2020 President Stanley DEI Steering Committee (Comprehensive with a Long-Term Focus) Report to President Spring 2021 COVID-19 Re-Opening Task Force DEI Sub-Committee Recommendations Summer 2020 Task Force on Racial Equity (Focus on Immediate Action Items) Recommendations to President in Fall 2020 The Task Force was charged to examine racial and other systemic inequities that affect minoritized and marginalized members of the campus community that require immediate action and strategies in the areas of Campus Climate & Safety, URM Faculty & Staff Diversity, and Policing. The recommendations will also inform the DEI Plan. Final Report See: https://president.msu.edu/initiatives/dei-plan/racial-equity-taskforce.html P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

General Take Home Messages from DEISC Work Group Reports Create a culture of accountability at every level of university leadership Ensure unit and role accountability for DEI initiatives at the university level Expand data collection to capture the complexity and broad range of diversity Increase representation: Recruit and retain a critical mass of members of historically underrepresented populations and other marginalized groups - students, faculty, & staff Develop process to address incidents of discrimination Improve communications at all levels regarding DEI concerns and successes Provide resources to support and expand DEI related programs (internally and externally) Enhance outreach, alumni and donor relations Expand education for students , faculty and staff P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Analysis of Work Group Recommendations Strategic Goal Areas for DEI Plan Expanding Expanding diversity diversity and and increasing increasing inclusive inclusive education, education, research, research, and and scholarship scholarship Increase Diversity Fostering Fostering an an equitable equitable and and inclusive inclusive campus campus culture culture Ensure Equity Nurturing Nurturing a a diverse diverse and and inclusive inclusive university university community community Elevating Elevating engagement engagement through through connections connections with with community community P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I Promote Inclusion Enhance Outreach and Engagement

Social Identities of Diversity In the initial charge letter (January 17, 2020) from President Stanley, he directed the Diversity, Equity, and Inclusion Steering Committee (DEISC) to broadly examine diversity, equity, and inclusion with a focus on “ social identities, including age, color, disability status, ethnicity, gender, gender identity, national origin, race, religion, sexual orientation, socioeconomic level and veteran status.” Throughout the recommendations included in the report the terms diverse populations/diverse backgrounds are meant to comprehensively include individuals from all social identities – as noted in the groups identified by the President in his charge. The term historically underrepresented refers to groups whose representation in higher education is less than their representation in the state and national population. P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I The term disadvantaged refers to individuals whose educational, economic,

Increase Diversity Diversity Diversity ensures ensures that that our our varied varied collective, collective, and and individual individual identities identities and and differences differences are are represented, represented, affirmed, affirmed, and and valued. valued. This This is is accomplished accomplished through through deliberate deliberate efforts and accountability to diversify the campus community community in in multiple multiple ways. ways. Through Through specific specific data-informed data-informed initiatives, initiatives, we we will will increase increase diversity diversity throughout throughout the the MSU MSU community community with with the the ultimate ultimate goal goal of of becoming becoming aa national national leader leader in in this this area. area. We We will will establish establish and and sustain sustain empirically-based empirically-based initiatives initiatives to to increase increase the the success success of of MSU’s MSU’s diverse diverse student student and and employee employee community community across across the the social social identity identity groups groups identified. identified. P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Increase Diversity Data Collection Recommendation 1: Improve MSU’s data collection, reporting, and dissemination to reflect DEI best practices by recognizing the diversity (i.e., diverse social identities) of the student and employee community on campus Graduation/Opportunity Gaps Recommendation 2: Use a data-informed approach to mitigate disparities evident in persistence and graduation rates between racial and ethnic groups and increase the degree completion rates for all students Student Body Recommendation 3: Recruit and retain a more diverse student body P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Increase Diversity Staff Diversity Initiatives Recommendation 4: Expand recruitment, retention, and career development support for staff from diverse backgrounds Faculty, Academic Staff, and Administrator Diversity Recommendation 5: Ensure greater diversity among faculty, academic staff, administrators, and campus leaders Faculty Success Recommendation 6: Support the continued success of diverse faculty, academic staff, administrators, and campus leaders P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Increase Diversity Curriculum Transformation Recommendation 7: Work with shared governance and academic unit heads to elevate DEI in the curriculum Research and Scholarship Recommendation 8: Support and expand DEI-related research and scholarship P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Ensure Equity Equity ensures that everyone has fair access to and utilization of all available information, opportunities, and resources in the absence of bias and discrimination. Equity is enabled through the monitoring and enforcement of various policies, practices, and procedures in alignment with institutional values and community standards. Equity is achieved in an environment built on civility, dignity, and mutual respect. P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Ensure Equity Recommendation 1: Increase equitable retention practices with the goal of supporting employees of diverse backgrounds Recommendation 2: Enhance support for those affected by harassment, incidents of unfair treatment, discriminatory practices, intolerance, exclusion, and/or microaggressions. Recommendation 3: Ensure Academic Human Resources (AHR) and Human Resources (HR) policies and practices promote equity Recommendation 4: Review and revise the University’s Religious Observance Policy to create greater inclusivity P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Promote Inclusion Inclusion is demonstrated by an intentional commitment to ensure access for diverse identities, perspectives, and voices. We must nurture and sustain an inclusive and welcoming campus culture where perspectives and voices of all are respected and valued. We strive to cultivate and foster an everyday cultural setting and inclusive environment in which students, staff, and faculty from all demographics can flourish professionally. P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Promote Inclusion Climate Surveys Recommendation 1: Create and administer an annual university-wide climate survey, coordinate smaller climate studies, and identify other metrics that address creating an inclusive campus climate Physical Environment Recommendation 2: Create a physical environment at Michigan State University that is representative of the diversity of the students and employees, and includes physical and cultural features related to inclusion that promote a sense of belonging P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Promote Inclusion Diversity, Equity & Inclusion Education Recommendation 3: Establish accountability measures and structures for annual DEI learning requirements for students and employees Recommendation 4: Expand and enrich informal DEI learning experiences for the university community beyond the DEI foundations educational module Recommendation 5: Offer learning experiences for new students that will address inclusivity P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Promote Inclusion Communications Recommendation 6: Expand the focus of all university communications efforts, including that of the centralized University Communications unit, to ensure the integration of DEI-related content and elevation of diverse voices in all internal and external communications efforts. Community Policing Recommendation 7: Promote Community Policing and inclusive practices that connect students and employees from diverse backgrounds Accessibility Recommendation 8: Create and support a campus culture and environment that is accessible, both physically and virtually, to all students, employees, and visitors with disabilities Recommendation 9: Expand education regarding accessibility and its importance to inclusion for student organizations P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Promote Inclusion Promote Inclusion (pg 5 of 5) Inclusive Student Support Services Recommendation 10: Develop more inclusive student support services to ensure the success of the university’s increasingly diverse student body Multicultural Community Recommendation 11: Foster a multicultural community in which all students and employees feel included, and their identities are recognized and celebrated P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Enhance Outreach and Engagement Outreach and engagement seeks to ensure reciprocal, collaborative, and mutually-beneficial relationships between the University and the communities in which we are engaged to fulfill the institution’s public land-grant mission. External outreach, engagement, and services include efforts offered by Extension, Community Outreach and Engagement, Alumni Relations, Advancement, and vendor relations. P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Enhance Outreach and Engagement Enhance Outreach and Engagement (pg 2 of 3) MSU Extension Recommendation 1: Innovate and increase proactive engagement with diverse and historically marginalized communities for services and programs provided through extension Outreach and Engagement Recommendation 2: Increase and improve outreach and engagement activities with diverse and historically marginalized students and employees, as well as diverse communities we serve P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Enhance Outreach and Engagement Alumni Relations and Donor Development Recommendation 3: Significantly increase Alumni Relations, donor engagement, and development across social identity affinity groups Vendors and Suppliers Recommendation 4: Expand efforts to incorporate diversity, equity, and inclusion into work with vendors and suppliers P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

DEI Steering Committee Report and Plan - Next Steps Release to the public* MSU Today announcement to media outlets Full report and plan with recommendations, actions, and metrics will be available on the DEI website *Release date contingent on a variety of factors DEI Strategic Goals and Recommendations will be utilized to inform the work of MSU’s Strategic Planning Steering Committee, the efforts of MSU’s Vice President and Chief Diversity Officer, Jabbar R. Bennett, Ph.D., and the strategic planning of all academic and administrative units within the University Ongoing conversations will be held with academic and administrative units P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Jabbar Bennett, PhD Vice President and Chief Diversity Officer P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Strategic Areas Increase Diversity People Curriculum Research Enhance Engagement MI Community Alumni relations Donor development Vendors/Suppliers P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I Ensure Equity Retention Protection Promotion Recognition Promote Inclusion Climate survey Physical environment Education Communications Accessibility/Safety

Our Shared Responsibility Vice President and Chief Diversity Officer will provide a template for and oversight of university-wide DEI Strategic Plan-related initiatives and partner with units to develop and align local DEI action plans. Administration Academic and Major Units Employees University President and VPCDO will share annual update with Board of Trustees. Leaders will discuss and report local efforts during annual budget request and performance review. Contributions toward advancing DEI will be considered during annual performance review discussions DEI plans and annual progress updates will be made public for all academic and administrative units P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Next Steps Explore Feasibility of Proposed Recommendations Engage Key Stakeholders Prioritize Proposed Recommendations and Actions Determine Appropriate Metrics Establish Accountability Secure Support to Advance Efforts Launch Implementation P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I

Thank You & Discussion P R E S I D E N T I A L S T R AT E G I C I N I T I AT I V E S D E I