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A message from President Daniel J. Curran
Inclusion and Diversity: Focus for the University of Dayton
Dear colleagues:
I strongly believe improving diversity and inclusion ranks high among our strategic priorities for the University of Dayton if we are to reach our vision of academic excellence and be true to our mission as a Catholic, Marianist institution. The President's Council affirms this direction.
The results of the Campus Climate Audit tell us that we must focus on strengthening diversity and inclusion if we are to continue to be a vibrant, welcoming learning community. The trustees and the administration agree that we must concentrate on systemic, measurable change that will move the University toward realizing the Vision of Excellence.
The University of Dayton strives to be a community committed to the Catholic and Marianist educational tradition. Within this tradition, we recognize the importance and educational value of other traditions and beliefs held by members of the community. These traditions and beliefs are shaped by a wide variety of life experiences: culture; race and ethnicity; religious backgrounds; gender; socio-economic status; age; sexual orientation; and varying abilities. We are committed to achieving an intellectual, cultural and social environment on campus in which all are encouraged to make their contributions. We envision a campus climate in which community members think, act, learn and grow without prejudice, intimidation or discrimination.
As Provost Fred Pestello and I wrote in the 2004 Joint Report to University-Wide Diversity Plans, “to be successful in this endeavor, UD must build and sustain an environment that is inviting and supportive for all who work, learn, and live here. We also recognize that it is essential for UD to recall that the concept of inclusion is fundamentally Catholic and Marianist, and, therefore, consistent with the University’s past, present, and future. It also is important for us to lead the way by advancing and embracing diversity and inclusion in all areas as an educational responsibility that we must uphold. All of us – students, faculty, staff and administrators — must learn to function effectively in diverse settings as to do so will clearly demonstrate the successful commitment to and fulfillment of our mission.”
We will make systemic adjustments over time that allow the University of Dayton to retain its distinct identity while becoming a model institution that truly prepares students for success in a diverse, global workplace. For more than 150 years, we have believed that to be effective, education must address the needs of the whole person, imparting more than just knowledge. It must reflect each individual’s experiences, celebrate cultural differences, and address a variety of social and historical perspectives. We must build on our strong foundation of social justice that is inherent in our Catholic and Marianist heritage. Finally, the University must maintain an environment that is inviting and supportive for all to realize their personal and professional goals.
Recognizing that accountability is essential to any successful initiative, University leaders have accepted the challenge of making a lasting cultural change on campus — one that integrates diversity, inclusion and social justice principles throughout the fabric of the University. Furthermore, we believe that each individual must take part in this effort to transform our community. Through the collective efforts of individuals, the world changes. Therefore, the President’s Council offers its personal commitment to, and invites others to join us in, cultivating an environment that educates, encourages, and empowers all who enter our community.
Sincerely,
Daniel J. Curran, President
A Diversity & Inclusion Action Plan for University of Dayton
University of Dayton's Goal: To Be a Catholic Leader in Higher Education
Attached are the plans of all areas of the University which were initially created in the academic year of 2002-03 and modified in 2003-04. In the Joint Report from the President and Provost on Diversity Plans (January 2004), we called upon the campus community to “increase the pace of implementation of diversity initiatives in order to remain authentic and competitive in all areas of University life. There is a strong need for the entire University to fully become competent in the area of diversity.” To aid us in the endeavor, we engaged the services of Global Lead Management Consulting (GLMC), an internationally recognized leader in guiding higher education institutions and corporations in developing and implementing diversity strategies. During the past year, GLMC worked with the University of Dayton to assess and address specific areas of greatest need, and to implement strategic approaches that will strengthen our University community.
The plans offer hope; yet there is a realization that we have work to accomplish to appropriately position the University in the national forefront. Our students have expressed (as noted in the results of the National Survey of Student Engagement) that their desire to become more competent in working and living in a global environment is a commitment for us. The results of the Campus Climate Audit reveal a similar message for the faculty, administration and staff.
The plans also reveal an unsettling reality. Numerous studies and reports focused on diversity, inclusion and campus climate have been issued over the years, and virtually all have come to the same conclusion: change was necessary. What is unsettling, however, is that the university continues to struggle to create real and measurable change. There has not been a consistent, official university-wide implementation/action plan with identified goals, and concrete strategies for achieving them.
With these plans, we are on track to accomplishing this aim, by using a tested model that will yield measurable and achievable results that will give us clear direction for the future.
Outlined below are just four of the most important steps that we have taken to achieve this goal:
§ The University of Dayton’s Inclusion and Diversity Teams have been appointed and will operate under the leadership of the Institutional Steering Team reporting directly to the President’s Council. The leaders of the Institutional Team, School of Law Dean Lisa Kloppenberg, Vice President for Athletics Ted Kissell, and Vice President for Enrollment Management Robert Johnson have been charged with the duty to fully engage the campus to effect change in five specific areas:
1. Recruitment and Retention of Faculty
2. Recruitment and Retention of Administration and Staff
3. Recruitment and Retention of Students
4. Diversity Lecture Series
5. Diversity Plans
· We will continue to seek best practices through an institutional commitment to attend such conferences as the National Conference on Race and Ethnicity where we can learn more about successful strategies from peer and other institutions. This institutional commitment will help us to shape our future
· We will tie the work of the Inclusion and Diversity Teams to the Vision of Excellence, which will serve as our foundation for the distinctiveness that we seek
· Each administrator and unit will be held accountable for progress in implementing their action plans and contributing to progress with regard to the University's diversity and inclusion goals, making clear the expectations and consequences.
As we strive toward our distinct position as a Catholic leader in higher education, we call upon you to help us achieve our goal by striving to make our university the leader and model for all to witness.
The plans contained in this document are but a beginning for the University. They were crafted by the leadership of the University – deans, department chairs, directors, vice presidents – alongside with staff, long-term and recently hired employees who care deeply about the direction we taking. We acknowledge and express appreciation for the hard work and the persistence it has taken to reach this point, and urge us to continue pressing forward.
We aspire to become a stronger community by truly welcoming and assuring the success of all who enter onto our campus. We can be a place where all will be valued and respected – and will feel valued and respected. These are our expectations, and we ask you to join us in making them reality. We have made great strides…but we have so much more to accomplish to achieve our desired destination. Our plans will guide us to find our way.
TITLE
OFFICE OF ENROLLMENT MANAGEMENT
SCHOOL OF EDUCATION & ALLIED PROFESSIONS
SCHOOL OF BUSINESS ADMINISTRATION
UNIVERSITY OF DAYTON RESEARCH INSTITUTE
LEARNING TEACHING RESOURCE CENTER
ENGLISH LANGUAGE MULTICULTURAL INSTITUTE (ELMI)
HONORS PROGRAM/SCHOLARS PROGRAM
DIVISION OF STUDENT DEVELOPMENT
DIVISION FINANCE AND ADMINISTRATIVE SERVICES
DIVISION OF UNIVERSITY ADVANCEMENT
DIVISION OF ATHLETICS DEPARTMENT
For more information about the University Diversity Plans please contact Lynnette Heard, Executive Director, Office of the President at 229-4122 or lynnette.heard@notes.udayton.edu.
STRategic Imperative: Talent: Our mission-based approach makes attracting and retaining diverse, high quality students, faculty and staff critical to our success. |
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Strategic Focus Area: Recruiting, Retention, Advancement and Career Development: The degree to which all individuals have a favorable chance of being hired, retained and advanced within an institution (UD). |
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Assure that all search committees are broadly represented and also knowledgeable of the University’s diversity objectives. Provide complete information about expectations regarding candidates’ skills and experience with managing diversity. |
President’s Council Campus Climate Institutional Steering Team |
Training and commitment |
Fall 2004 |
Committees are diverse and completely trained on hiring for diversity. |
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Cultivate diverse management teams at all levels of the University, especially in administrative and advisory levels. |
President’s Council Campus Climate Institutional Steering Team |
Training and appropriate recruitment |
Ongoing |
Management teams and advisory councils ( and BOT) reflect “diverse by design” |
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Quick Wins |
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Include members of underrepresented group in strategic planning committees, senates, and other governing and management bodies within units. |
President’s Council |
Appropriate recruitment and appointment |
Ongoing |
Committees, senates and management bodies are “diverse by design.” |
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Provide opportunities for faculty and staff from underrepresented groups to be promoted to leadership positions. |
President’s Council, Deans, Department Chairs and supervisors. Human resources |
Training, development, mentoring, coaching and commitment |
Ongoing |
Increase percentage of women and underrepresented groups who are advanced each year. |
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Emphasize diversity-related activities and professional development in employee performance evaluations |
President President’s Council Human Resources Executive Director |
Annual evaluations and recognition of achievement |
Fall 2005 |
All employees who demonstrate diversity success in work are acknowledged and recognized. |
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STRategic Imperative: Talent: Our mission-based approach makes attracting and retaining diverse, high quality students, faculty and staff critical to our success. |
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Strategic Focus Area: Recruiting, Retention, Advancement and Career Development: The degree to which all individuals have a favorable chance of being hired, retained and advanced within an institution (UD). |
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Stretch Goals |
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Institute any necessary organizational realignments, systems of accountability, resource mobilization and allocation strategies, and long-term planning strategies necessary to ensure realization of University’s diversity goals. |
President President’s Council |
Organizational review and possible funding |
Ongoing |
Systems established |
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Ensure that the unit mission statement and strategic plan reflect the University’s strategic focus on diversity. |
President President’s Council Management Teams |
Review of statements and plans to assure alignment |
Immediate and ongoing |
Alignment completed with strategic focus |
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Assess the efficacy of the existing configuration of offices and current reporting relationships, and identify methods to facilitate and enhance coordination and collaboration across campus. |
President President’s Council All campus leaders |
Review of organizational structure and collaborations |
Ongoing |
Assessment completed and enhanced collaboration and coordination in place. |
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Strategic Imperative: Talent: Our mission-based approach makes attracting and retaining diverse, high quality students, faculty and staff critical to our academic achievement. |
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Strategic Focus Area: Performance, Accountability, and Measurement: The degree to which UD creates a real and equal ability for faculty, staff administration and students to execute actions to achieve a specific standard of measurement. |
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Diversity initiatives are overseen in the Office of the President. |
President Executive Director Campus Climate Institutional Steering Team |
Time, reallocation of projects |
Ongoing |
Initiatives are aligned with university’s strategic plan |
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Monitor data on minority student enrollment and employment (particularly level “C” and above). |
President President’s Council Campus Climate Institutional Steering Team |
Plans and strategies to achieve goals. |
Ongoing |
Specific improvement in all identified areas. |
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Benchmark diversity and inclusion against peer institutions. Gain an understanding and appreciation for links between accreditation and diversity success. |
President President’s Council Campus Climate Institutional Steering Team |
Review of data and requirements |
Ongoing |
Specific improvement in all identified areas.
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Quick Wins |
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Learn more about diverse groups at UD to gain better understanding and appreciation of culture and climate. In particular, better awareness of Chinese culture and expectations of staff when hosting delegations and students is needed |
President President’s Office President’s Council
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Opportunities to learn |
Ongoing |
Greater awareness and understanding of other cultures – particularly the Chinese culture. |
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Stretch Goals |
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Performance Management guided by principles of “diverse by design” philosophy so that all employees are measured by their efforts to improve the culture for the better. |
Human Resources All |
Reward system established to encourage compliance/acceptance |
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New system established.
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Strategic Imperative: Talent: Our mission-based approach makes attracting and retaining diverse, high quality students, faculty, and staff critical to our success. |
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Strategic Focus Area: Communication: The level to which an institution supports and builds processes and systems for transmitting, sharing and exchanging information and knowledge. |
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Develop and communicate clear and consistent descriptions of UD’s diversity competencies, objectives and initiatives. |
President President’s Council Institutional Steering Team |
All communication vehicles and opportunities available |
Ongoing |
All university members know and clearly understand UD’s diversity and inclusion definitions. |
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Quick Wins |
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Diversity Site created from the President’s webpage |
Executive Director UDIT |
Talent and messages Small pool of funds to support Web admin |
Fall 2004 |
Site created and visited often |
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Diversity communiqués issued often in written and oral forms and in all venues. |
President Public Relations University Advancement Others as appropriate |
Opportunity, time and funds identified from the plan |
Fall 2005 |
Diversity communication plan developed and implemented.
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Stretch Goals |
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Strategic Imperative: Values: Our behaviors must be aligned with our goals as a community and our university values. |
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Strategic Focus Area: Leadership Commitment: The extent to which an institution’s leaders have pledged or are entrusted to create an environment where diversity is valued. |
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Adopt and publish University-wide diversity plan based on existing documents from ‘03-‘04. |
President, Provost’s Council |
Division and unit plans submitted to complete university-wide document |
Spring 2005 |
Benchmark success based on reports from units on an annual basis. |
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Demonstrate support and leadership for addressing all of the diversity challenges. |
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