2019
University of Michigan
Diversity, Equity and Inclusion Strategic Plan
Year Three Progress Update


Working Together to Create a More Diverse, Equitable and Inclusive Campus Community

Advancing Our Commitment for a More Diverse, Equitable and Inclusive University

In 2016, the University of Michigan took a bold and determined step toward creating a more diverse, equitable and inclusive campus by launching its Five-Year DEI Strategic Plan. This sweeping blueprint for change, which engaged every U-M unit as well as Michigan Medicine, was intended to make the university a place of learning where every individual, without exception, would feel welcomed and valued. In Year Three—the midpoint of the Strategic Plan—we implemented the policies, procedures, priorities and processes necessary to sustain momentum, assess the DEI work underway in every campus unit and ensure that the university community continues on its current path of creating long-term, sustainable, meaningful change.

A Five-Year Journey to Accelerate DEI Progress

  1. President Schlissel

    A UNIVERSITY-WIDE CHALLENGE

    U-M has a long history of leadership and commitment to diversity, equity and inclusion. In early Fall 2015, recently appointed U-M President Mark Schlissel announced that one of the key priorities of his tenure would be advancing diversity, equity and inclusion across the entire institution. Emphasizing that a university cannot be excellent without being diverse in the broadest sense of that word, he challenged the U-M community to unite in creating a campus that offers all individuals an equal opportunity to contribute and succeed. In order to achieve that goal, and become that place of equal opportunity, the university would develop a five-year strategic plan for diversity, equity and inclusion.

  2. Diversity event

    PUTTING PLANS INTO ACTION

    Within 12 months of the president’s initial challenge, each of the campus units rolled out a set of detailed action steps corresponding with the three overarching strategies laid out in the university-wide plan. Together, the nearly 2,000 action items outlined in the unit plans—along with the initial 34 campuswide central action items—formed the basis of the university’s Five-Year Strategic Plan for Diversity, Equity & Inclusion.
    In October 2016, all units began implementing their action plans. Since then, campuswide and individual plans have been continuously monitored, assessed and adjusted to assure optimal outcomes.

  3. MESA group

    YEAR ONE: BUILDING INFRASTRUCTURE, LAUNCHING ACTION PLANS AND MONITORING PROGRESS

    Among its most significant Year One achievements,the university established a central office for Diversity, Equity & Inclusion (DEI) to serve as an organizational hub and support center for the units. DEI operational support was also incorporated into the university’s annual budget process. To help identify areas of success and concern, the U-M conducted its first climate survey, and the Division of Student Life piloted an annual Intercultural Development Inventory (IDI) to provide students with an assessment of their intercultural acumen along with training and support programs.

  4. Student group

    YEAR TWO: MOVING FORWARD, EVALUATING OUTCOMES AND MAKING COURSE ADJUSTMENTS

    In year two, we continued to embed DEI in the structures and processes of the university. By way of example: Michigan Medicine partnered with U-M Human Resources to develop faculty and staff recruitment toolkits aimed at creating more diverse candidate pools; similar best practices were implemented within units across the university; deans and other senior officers embarked on a yearlong DEI leadership development experience; 13 schools and colleges made DEI part of their annual faculty review process; and an overwhelming number of units have also incorporated DEI factors in annual staff assessments.

  5. Intergroup Relations photo

    YEAR THREE: IMPLEMENTING INITIATIVES, EVALUATING PROGRAMS AND PROGRESS, AND STRENGTHENING THE WORK OF DEI THROUGH NEW POLICIES, PROCEDURES AND PRIORITIES

    In Year Three, a large part of our focus was on implementation: doing the daily work of creating long-term change throughout the university—in schools and colleges, in service hubs and centers of excellence, in administrative units and outreach programs. Year Three was also a time when leadership began putting systems in place for early evaluation of DEI-related programs at both the central campus and unit levels, in anticipation of the final summary of activity in Year Five. This evaluation effort included a new requirement in annual DEI status reports, one that provided an opportunity for each unit to reflect on signs and examples of culture change related to its strategic efforts for diversity, equity and inclusion. In addition, units are prompted to determine what is—and is not—working and to consider course corrections as needed.

  6. Michigan Stadium

    YEAR FOUR: BUILDING ON THE STRENGTH OF EXISTING PROGRAMS

    The university’s Strategic Plan for Diversity, Equity and Inclusion is a living document, capable of responding to the evolving needs of our community. It is this inherent capacity to adapt and adjust, to rethink and refocus, that will help us maintain momentum and drive our progress in Year Four and beyond.

  7. Michigan Stadium

Overarching Strategies

Strategic Objective #1

Create an Inclusive and Equitable Campus Climate

Strategic Objective #2

Recruit, Retain and Develop a Diverse Community

Strategic Objective #3

Support Innovative and Inclusive Scholarship and Teaching

Progress Highlights

Year Three in our DEI Plan implementation was a time of intense action, engagement and assessment, with energy and effort from change agents at all levels of the university. We continued to embed DEI in the structures and processes of the university. As we start Year Four, we are starting to see the impact of these efforts on students, staff and faculty. Below are just a handful of the multitude of initiatives underway to move us forward on our DEI goals and objectives.

Wolvreine pathways graduation

Wolverine Pathways

Wolverine Pathways is an innovative pipeline program focused on college readiness for middle and high school students in the Ypsilanti, Southfield and Detroit school districts. Scholars who complete the program, apply to the U-M and are admitted receive a full scholarship and are often eligible for additional financial aid.

In 2018-2019, this innovative pipeline program enrolled 654 middle and high school students. The program also graduated its second class of 89 scholars, all of whom were admitted to selective colleges nationwide. In total, 46 scholars were admitted to the Ann Arbor campus and 32 to the UM-Dearborn campus.


“Without Wolverine Pathways I would have a very hard time applying to any colleges and completing the FAFSA. Wolverine Pathways has helped me tremendously....I am forever grateful!” — Student Participant

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The U-M DEI Plan in Action

DEI Strategic plan wheel graphic

In Year Three, work continued on 37 central campus initiatives, and campus units addressed 2,518 action items across the 50 unit-based strategic plans.

50 U-M units with DEI Strategic Plans


Progress by the Numbers

DEI SKill Building infographic

DEI in Pictures

OAMI Latinx Graduation

OAMI Latinx Graduation

MCity

MCity

Rackham Connections

Rackham Connections

MEZ Robotics

MEZ Robotics

UMSI Lunar New Year

UMSI Lunar New Year

Shipiro Library Checkout

Shipiro Library Checkout

Spectrum Grads

Spectrum Grads

SMTD Music Program

SMTD Music Program

DPSS Self Defense Course

DPSS Self Defense Course

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Positive Change, Persistent Challenge

Robert M. Sellers, Vice Provost for Equity & Inclusion and Chief Diversity Officer

The University of Michigan is not the same institution it was when the DEI Strategic Plan was launched three years ago. In that time, we have made notable progress in implementing and living out the values of diversity, equity and inclusion. We have significantly increased awareness, introduced essential policies, procedures and processes, deployed cultural reinforcers and broadened access to programs and resources for faculty, students and staff. While it is true that we still have a long way to go, it is equally true that we have come a long way in our journey.

Learn more & stay connected

“Our university cannot be excellent without being diverse in the broadest sense of that word, and we must ensure that our community provides all individuals with an equal opportunity to contribute and succeed.”

— President Schlissel