I. Overview        2

Goals for Diversity, Equity, and Inclusion        3

Vision for Information & Technology Services        3

II. Implementation Highlights & Planning Process Used        3

Year Two Implementation Summary        3

Planning Process for Year Three        4

III. Data Analysis: Key Findings        5

Demographic Analysis        5

ITS Trends by Gender, Minority Status, and Age (As of November 2018)        5

ITS Trends by Race/Ethnicity Demographics (As of November 2018)        5

IV. Strategic Objectives, Measures of Success and Action Plans        5

V. Goal-related Metrics        6

VI. Action Planning Tables with Details and Accountabilities        8

A. Recruitment, Retention and Development        8

B. Education and Scholarship        9

C. Promoting an Equitable and Inclusive Community        9

D. Service        10

VII. Supporting, Tracking and Updating the Strategic Plan        11

FY20 Staffing        11

Activities        11

I. Overview

At the University of Michigan, our dedication to academic excellence for the public good is inseparable from our commitment to diversity, equity, and inclusion. It is central to our mission as an educational institution to ensure that each member of our community has full opportunity to thrive in our environment, for we believe that diversity, equity, and inclusion are key to individual flourishing, educational excellence, and the advancement of knowledge.

Goals for Diversity, Equity, and Inclusion

Diversity

We commit to increasing diversity, which is expressed in myriad forms, including race and ethnicity, gender and gender identity, sexual orientation, socioeconomic status, language, culture, national origin, religious commitments, age, disability status, and political perspective.

Equity

We commit to working actively to challenge and respond to bias, harassment, and discrimination. We are committed to a policy of equal opportunity for all persons and do not discriminate on the basis of race, color, national origin, age, marital status, sex, sexual orientation, gender identity, gender expression, disability, religion, height, weight, or veteran status.

Inclusion

We commit to pursuing deliberate efforts to ensure that our campus is a place where differences are welcomed, different perspectives are respectfully heard, and where every individual feels a sense of belonging and inclusion. We know that by building a critical mass of diverse groups on campus and creating a vibrant climate of inclusiveness, we can more effectively leverage the resources of diversity to advance our collective capabilities.

Vision for Information & Technology Services

We commit to diversity, equity and inclusion as a means to flourish individually, excel professionally, and advance knowledge in information technology at U-M. We will accomplish this by fostering a climate rooted in mutual respect, drawing on intellectual strength, and producing innovative solutions from the synergy of our people.

II. Implementation Highlights & Planning Process Used

Year Two Implementation Summary

ITS stands behind the University of Michigan’s commitment to diversity, equity, and inclusion—because we cannot be excellent without being diverse, and because it’s the right thing to do.

With about 40 staff volunteers and multiple planning committees, ITS made significant strides to accomplish its goals during its second implementation year of its unique strategic plan (publicly available at its.umich.edu/dei). We also learned a great deal about our staff and our workplace climate, and how our collaboration will lead to collective success.

Highlights

• In-person training: ITS staff took advantage of multiple opportunities to participate in DEI trainings and events, with 276 ITS staff members completing 456 DEI courses between March 13, 2018 and April 16, 2019.
• DEI Passport: An online learning platform on the ITS intranet has proven to be an effective way to offer bite-sized DEI learning material to keep our staff engaged year-round. Employees earn a stamp for each month they complete two activities and a confidential reflection. Between October 1, 2018 and April 10, 2019, 140 staff members completed 960 DEI-related activities, and earned 277 stamps.
• Accessibility Guiding Principles: In support of a new university policy, ITS published a set of Guiding Principles for the accessibility of services we offer to campus. The principles are now available at its.umich.edu/web-strategy/accessibility. In addition, ITS produced a video to communicate their importance to campus: youtu.be/xj3_GhGoOlw

Planning Process for Year Three

• The subcommittees have done an admirable job of closing out 7 of 13 projects that do not have a recurring purpose. The remaining six projects were updated, and two new projects were added (ensuring 100% completion of sexual misconduct training and doing outreach to Flint and Dearborn).
• The Education committee evaluated trainings based on participant feedback and objective data (e.g., which classes were most popular), and plans for Year Three were made based on this.
• The Service committee identified areas that were lower priorities in prior years but that make sense to work on now, including one project that was originally part of Promoting Equity.
• The Recruitment committee elected to continue developing projects that had not been completed in Year Two.
• The Promoting subcommittee balances between informing and educating ITS staff about local events and encouraging them to attend Central Campus activities. These efforts will very much continue in Year 3, but we will strive to find new angles to raise awareness and to avoid audience fatigue.

DEI Implementation Committee for FY20 (tentative as of July 3, 2019)

• Jane Berliss-Vincent, Co-Core Team, Service
• Camille Cooper, Recruitment
• Rick Getchel, Service
• Monica Hickson, Co-Core Team, Education
• Nedine Hunter-DuPree, Recruitment
• Diane Jones, Sponsor
• Jeanne Mackey, Education
• Lynne Pavesi, Education
• Karen Sloan, Promoting Equity
• Keila Walton, Promoting Equity
• Darrell Williams, Service
• LaTonya Woods Acosta, Education

III. Data Analysis: Key Findings

Demographic Analysis

The composition of our community has been consistent over the last three years (e.g., the percentage of male/female and minority employees, and average age). For year three, we will continue to keep a close eye on these trends to identify any major changes that might need further review and analysis.

ITS Trends by Gender, Minority Status, and Age (As of November 2018)

ITS Trends by Race/Ethnicity Demographics (As of November 2018)

IV. Strategic Objectives, Measures of Success and Action Plans

The ITS staff members are the main constituency of this plan. Except where specified, the plan pertains to all ITS staff. Our DEI team, supported by senior leadership, has identified a limited number of strategic objectives to further university-wide goals for DEI. These have been aggregated into the four domains determined by the university. Each of these strategic objectives is accompanied by success measures that will be tracked over time, as well as descriptions of single- and, in some cases, multiple-year actions ITS will take to accomplish those objectives.

Below are the high-level, five-year strategic objectives for each of the four domains (A-D), agreed to by the ITS DEI committee based on the data and recommendations collected and, the analysis performed in this process. All strategic objectives and related actions will be pursued in accordance with the law and university policy.

A. Recruitment, Retention and Development

• A1. Enhance career path development and advancement opportunities.
• A2. Cultivate an inclusive and diverse applicant pool in an effort to attract and maintain a diverse staff population.

B. Education and Scholarship

• B1. Invest in and build cultural competency.
• B2. Educate our community on sexual harassment and misconduct prevention in an effort to promote a safe & supportive environment for all members to work, learn, and thrive.

C. Promoting an Equitable and Inclusive Community

• C1. Promote and raise awareness of ITS’s commitment to DEI.
• C2. Enhance the ITS culture and workplace through events, communication, and employee engagement.
• C3. Continue to develop a robust accountability system and techniques for conflict identification and resolution.

D. Service

• D1. Enhance foundation to provide accessibility to all faculty, staff and students.
• D2. Commit to helping the university better understand DEI as it relates to computing and IT.

V. Goal-related Metrics

University-wide and ITS metrics

This section describes the metrics to be provided to ITS in the first release of the DEI Metrics report for tracking at the unit level. ITS will adopt these measures and track them across time to demonstrate the impact of the DEI strategies and actions on them.

Data on demographic composition and climate survey indicators are provided for all units in the annual DEI Metrics reports that are provided to unit leadership and their designees. Initial climate survey data were collected campuswide during Years 1 and 2, and will be included in the first release of the DEI Metrics report; these data will once again be collected in Year 5.

The categories of metrics are organized by constituency and are as follows:

VI. Action Planning Tables with Details and Accountabilities

A. Recruitment, Retention and Development

B. Education and Scholarship

C. Promoting an Equitable and Inclusive Community

D. Service

VII. Supporting, Tracking and Updating the Strategic Plan

FY20 Staffing

• Diane Jones (diajon), executive director of ITS Administration, is the key contact for stewardship of the ITS plan in FY20 with support from the ITS executive leadership team. She will be assisted by the ITS DEI Core Team and Steering Committee in tracking and supporting the plan’s implementation.
• Jane Berliss-Vincent (jbvincen) will continue as the co-Core Team member working with our sponsor Diane Jones, and a second member is being identified. Ken Caldwell will resign as the other half of the core team, with our deep thanks.
• In addition to Ken, four other Steering Committee members have indicated that they will step down. However, we already have three subcommittee members willing to join; we look forward to getting their fresh perspective, and will look for other new members if needed. We also have significant interest from potential new members of subcommittees.

Activities

• The Education subcommittees has encouraging new targets for departmental participation in training activities. Education will also be taking the lead in ensuring 100% ITS compliance with completing the Sexual Harassment Prevention training by the December deadline.
• The Promoting subcommittee balances between informing and educating ITS staff about local events and encouraging them to attend Central Campus activities. These efforts will very much continue in Year 3, but we will strive to find new angles to raise awareness. Our challenge as communicators is to keep things fresh to avoid audience fatigue, so our messages are not ignored by those who believe they have heard everything our DEI Committee has to say.
• The Service subcommittee has a major new project in the spirit of the One University initiative that will help us communicate with UM-Flint and UM-Dearborn to inform them of what has already been done and to explore how our work can be customized to their computing environment.
• The Recruitment committee elected to continue developing projects that had not been completed in Year Two.
• The Core Team and Steering Committee will continue to collate and disseminate meaningful results information, provide support to DEI volunteers and the rest of ITS, and brief our CIO and executive directors while seeking their support as needed.