D

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


 

INTRODUCTION

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.

 

 

TABLE OF CONTENTS

 

TITLE                                                                                                             

           

INTRODUCTION                        

OFFICE OF THE PRESIDENT                                                                                                              

THE WOMEN’S CENTER                                                                                                               

CAMPUS MINISTRY                                                                                                                       

OFFICE OF THE RECTOR                                                                                                              

OFFICE OF THE PROVOST                                                                                        

                   OFFICE OF ENROLLMENT MANAGEMENT                                                                           

GRADUATE STUDIES & RESEARCH    

COLLEGE OF ARTS & SCIENCES                                                                                     

SCHOOL OF EDUCATION & ALLIED PROFESSIONS                                                             

SCHOOL OF ENGINEERING                                                                                                       

SCHOOL OF BUSINESS ADMINISTRATION                                                                            

SCHOOL OF LAW                                                                                                                         

UNIVERSITY OF DAYTON RESEARCH INSTITUTE                                                                 

LEARNING TEACHING RESOURCE CENTER                                                                           

ENGLISH LANGUAGE MULTICULTURAL INSTITUTE (ELMI)                                                

HONORS PROGRAM/SCHOLARS PROGRAM                                                                           

ROESCH LIBRARY                                                                                                                       

UDIT                                                                                                                                              

DIVISION OF STUDENT DEVELOPMENT                                                                                

DIVISION FINANCE AND ADMINISTRATIVE SERVICES                                                          

OFFICE OF HUMAN RESOURCES                                                                                               

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.

 

 

 

 

 

 

 


 

   

 

  

 

 

 

 

 

 

 

    OFFICE OF THE PRESIDENT

 


 

STRategic Imperative: Talent: Our mission-based approach makes attracting and retaining diverse, high quality students, faculty and staff critical to our success.

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).

 

 

 

 

 

 

Owners

Resources

Timing

Measures

Currently Doing/Continue or Increase

 

 

 

 

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.

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”

Quick Wins

 

 

 

 

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.”

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.

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.

             


 

 


 

STRategic Imperative: Talent: Our mission-based approach makes attracting and retaining diverse, high quality students, faculty and staff critical to our success.

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).

 

 

 

 

 

Stretch Goals

 

 

 

 

Action

Owners

Resources

Timing

Measures

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

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

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.

             

 

 




 

Strategic Imperative:  Talent:  Our mission-based approach makes attracting and retaining diverse, high quality students, faculty and staff critical to our academic achievement.

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.

 

 

 

 

 

Action

Owners

Resources

Timing

Measures

Currently Doing/Continue or Increase

 

 

 

 

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

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.

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.

 

 

 

 

 

 

 

 

Quick Wins

 

 

 

 

Action

Owners

Resources

Timing

Measures

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

 

Opportunities to learn

Ongoing

Greater awareness and understanding of other cultures – particularly the Chinese culture.

Stretch Goals

 

 

 

 

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

TBD

New system established.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 




 

Strategic Imperative:  Talent: Our mission-based approach makes attracting and retaining diverse, high quality students, faculty, and staff critical to our success.

Strategic Focus Area:  Communication: The level to which an institution supports and builds processes and systems for transmitting, sharing and exchanging information and knowledge.

 

 

 

 

 

Action

Owners

Resources

Timing

Measures

Currently Doing/Continue or Increase

 

 

 

 

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.

Quick Wins

 

 

 

 

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

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.

 

Stretch Goals

 

 

 

 

                         

 

 


 

Strategic Imperative: Values: Our behaviors must be aligned with our goals as a community and our university values.

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.

 

 

 

 

 

Action

Owners

Resources

Timing

Measures

Currently Doing/Continue or Increase

 

 

 

 

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.

Demonstrate support and leadership for addressing all of the diversity challenges.