UO Action Planning Presentation Garcia amp Associates January 3 2016 SUPPLEMENTAL INFORMATION For Action Planning Action Planning for Diversity Equity and Inclusion APDEI Tools amp Resources ID: 677808
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Slide1
Diversity Action Planning
UO
Action Planning Presentation Garcia & Associates, January 3, 2016Slide2
SUPPLEMENTAL INFORMATION For Action PlanningSlide3
Action Planning for Diversity, Equity, and Inclusion (APDEI
)Tools & Resources Slide4
President’s Leadership Diversity Statement
GOAL:
“We, the president, provost, vice provosts, vice presidents, deans and other leadership of the University of Oregon, are committed to creating an inclusive, welcoming, and equitable learning environment for every member of our academic community. “Diversity, equity and inclusion are integral parts of each of these objectives
.”
STRATEGY:
“It is our responsibility as a public university to create a learning and research environment that seeks diverse perspectives, demands equity, and fosters inclusion.”
-
President Michael
Schill,
April 2016.Slide5
IDEAL Framework: A commitment to Diversity, Equity, & Inclusion
This “
IDEAL Framework” contains five key pillars: Inclusion, Diversity, Evaluation, Achievement, and Leadership.
Each of the IDEAL pillars
provides relevant
strategies and initiatives to effectuate
them
in your planning.
The IDEAL Framework
is meant to guide decisions,
healthy debates, resource allocations and actions across the entire university.
Each
of these outcomes require various strategies and goals to begin, enhance, and sustain the work of diversity, equity and inclusion. Metrics and articulation of success
are also to be embedded in unit’s action plans. Slide6
Required Tools to Inform
Your Action Planning
Mission Vision
Values
Frameworks: President’s Priorities & IDEAL
UO Diversity Action Plan Template
Data Stats, Trends, and Other Data Points
Evaluation: Benchmarking and Metrics
SWOT
Analysis
Resources available the Division of Equity & Inclusion (DEI) WebsiteSlide7
Toolkit to Lead Action Planning
Templates and
other Supporting Documents
Understand Organizational Structure &
Process
Understand Culture &
Climate at UO
Identify Potential Partners (Internal/External)
Community Ties (
Local, National, International)
Resources (FTE, Budget, In
Kind, Collaborations)
Persuasion and communication
Execute, modify, or adjust
Don’t get discouraged: look at your gains and big pictureCelebrate your wins
Journey not a destination Slide8
University of Oregon
Serving the state, nation and world since 1876
Purpose: The University of Oregon is a comprehensive public research university committed to exceptional teaching, discovery, and service. We work at a human scale to generate big ideas. As a community of scholars, we help individuals question critically, think logically, reason effectively, communicate clearly, act creatively, and live
ethically.
Vision:
We
aspire to be a preeminent and innovative public research university encompassing the humanities and arts, the natural and social sciences, and the professions. We seek to enrich the human condition through collaboration, teaching, mentoring, scholarship, experiential learning, creative inquiry, scientific discovery, outreach, and public serviceSlide9
University of Oregon
Values:
We value the passions, aspirations, individuality, and success of the students, faculty, and staff who work and learn here. We value academic freedom, creative expression, and intellectual discourse. We value our diversity and seek to foster equity and inclusion in a welcoming, safe, and respectful community. We value the unique geography, history and culture of Oregon that shapes our identity and spirit. We value our shared charge to steward resources sustainably and responsibly
We
value the unique geography, history and culture of Oregon that shapes our identity and spirit
.Slide10
UO Diversity Definition and Business Case for Diversity
At UO, we embrace the full spectrum of diversity, including age, color, culture, disability, ethnicity, national origin, race, religion, sex, sexual orientation, and socioeconomic status. We have aspirations to increase inclusion and representation of
historical underrepresented groups to meet our mission, vision, and values.
Embracing and building
a community of inclusion means we honor, respect, embrace and value the unique contributions and perspectives of students, faculty, staff, alumni and community members.
Diversity
is fundamental
to creating a positive
, equitable, and inclusive environment in which they can live, work, learn, and teach. The University of Oregon
aspires to be a welcoming
, supportive and respectful community for people diverse in culture, identity, thought, perspective, and interests.Slide11
Action Planning for Diversity, Equity, and Inclusion (APDEI)
President’s Priorities
IDEAL Framework
Building its academic and research
profile
Ensuring student access and
success
Offering a rich, diverse, and high-caliber educational
experience
Diversity, equity and inclusion are integral parts of each of the above objectives.
The IDEAL Framework contains five
key pillars: Inclusion
Diversity
Evaluation
AchievementLeadership Slide12
Action Planning for Diversity, Equity, and Inclusion (SPDEI)
Action
planning is a tool for organizing for our desired future. In this case, the Action Planning for Diversity, Equity, and Inclusion (APDEI) is a road map to lead your
planning and outcomes
. Your plan should be
aligned President’s Priorities and IDEAL.
The
purpose of
action
planning is
to align with the UO’s mission, values, priorities, and framework to support the identified goals
and tactics. Your APDEI should be practical, prioritize greatest needs, implement, guide, evaluate, and adjust for initiatives, programs, policies, practices, and activities.Slide13
The action planning document
has a basic overall framework. Place all parts of a plan into the following three areas, you can clearly see how the pieces of your plan can fit together
:Where are we now? (Executive Summary) Review your current strategic position and clarify your unit’s mission, vision, and values.Where are we going?
(Tactics and Measures) Establish
your
unit’s vision by using
the President’s Priorities & IDEAL Framework
.
How will we get there
? (
Resources) Understand the available resources to connect where you are now to where you’re going. Review institutional strategic objectives, goals, data points, action items, timelines, resources, etc. Action Planning FrameworkSlide14
Ignoring
what your planning process reveals: The planning process includes research and analysis. Take it seriously. Use it to move forward.
Being unrealistic about your ability to plan: Putting together a plan takes time and
effort.
Be
realistic and schedule planning sessions. Work backwards on your timeline. Plans due March 17, 2017.
Not
a one person planning
process:
Planning
must engage various stakeholders to ensure representation of different perspectives. The action planning process must engage individuals and team members to work together. Not a one person implementation process: Execution of the plan must involve various stakeholders to implement the plan within the unit. Identify as many multiple responsible parties.
Need support or more direction? Reach out ASAP
. Don’t wait until the last minute. Action planning takes time.
Pitfalls
t
o Avoid In Action Planning Slide15
S.M.A.R.T. Tactic
Questionnaire
Tactics:
S
pecific
. What will
it accomplish
? How and why will it be accomplished
?
M
easurable
. How will you measure whether or not the
tactic has
been
achieved (list at least two indicators)?Achievable. Is it possible? Have others done it successfully? Do you have the necessary
knowledge, skills
, abilities, and resources to
accomplish it?
Will meeting the
tactic
challenge you without defeating you?
R
esults-focused
. What is the reason, purpose, or benefit of
accomplishing it?
What is
the result (not activities leading up to the result
) of
the tactic?
T
ime-bound
. What is the established completion date and does that completion date create a
practical sense of urgency?Slide16
S
SpecificIs
the result or outcome clearly stated?
Is the metric clear, easy to understand?
M
Measurable
Can the result be measured?
Are the data
readily available?
A ActionableCan the tactic be achieved?Can you influence a change in the result?
R
RelevantDoes the tactic link to the strategy of the IDEAL framework?Does the metric measure what is important?T TimelyIs the completion time
of the tactic clearly identified?
How often do
you need the data?
SMART Tactics and Metrics
Tactics
MetricsSlide17
Benchmarking
Develop and implement diversity and inclusion benchmarks to ensure responsibility and accountability.
Benchmarking is the process of comparing the progress of one’s organization to a determined measure. In order to appropriately assess UO’s progress
, three types
of benchmarking can be
utilized
:
1. Benchmarking against ourselves
2. Benchmarking against peer and notable institutions
3.
Benchmarking
against accepted standards Reference: Reference: Global Diversity & Inclusion Benchmarks: Standards for Organizations Around World by O’Mara and Richter.Slide18
Evaluation & Metrics
The UO seeks to incorporate unbiased evaluations of the implementation of strategies and initiatives employed to meet institutional goals relating to diversity, equity and inclusion. The UO seeks to establish key metrics and reporting structures necessary to ensure
accountability and an inclusive process of review. Evaluation can be based on different types of evaluation processes. Selected Examples: Process Evaluation – Program Operation (Assess program and activities.)
Outcome Evaluation- Program Achievement (Focus on outputs and outcomes to judge program effectiveness.)
Impact Evaluation- Form of outcome evaluation that assesses the net effect of program by comparing program outcomes.
Cost-Benefit and Cost Effectiveness Analyses – Compare a program’s outputs and outcomes with the costs (resources expended) to provide them. Slide19
Other Informants: Data Stats, Trends, Gap Analysis & Reports
Review Prior to Action Planning:
AAEO Placement Goals Hiring Trends
Student Admission Trends
Retention Trends for Staff, Faculty, and Students
Existing Reports & Surveys
Budget Review for Diversity
Policies and Practices for Diversity
Other data?Slide20
Good Luck! You will do an amazing job.
Please seek assistance ASAP, if required.