Slide 1 Diversity in the World Strategic Planning Forum State University of New York Monday January 11, 2010 Dr. Yolanda T. Moses yolanda.moses@ucr.edu Slide 2 Overview of Presentation Diversity and the National and Regional Interest Reframing the Diversity Case for the 21stCentury The Leadership Case for Diversity The University of California/UC Riverside Case Study Slide 3 Diversity and the National Interest For 40 plus years higher education has grappled with the meanings of diversity, multiculturalism, and equity. There are multiple lenses through which diversity is looked at even today: Slide 4 Diversity and the National Interest Diversity as a demographic imperative (DOL; DOE) Diversity as competitive advantage-STEM (NSF; DOE Diversity as a national security issue-post 9-11.(DOD; DOS) Diversity as a social justice issue. (U.S. Gov.) Diversity as a democracy issue. (AAC&U) Diversity as an educational excellence issue.( AAAS; AAU; NSF) Slide 5 Diversity and the State/ Regional Imperative (New York) New Partnership model-with government �covenant Ties into Diversity and Excellence goal of SUNY strategic planning; but also economic development �SUNY graduates must have the cultural competence and cognitive skills to live and work in New York Slide 6 Diversity-Regional/State Interest �State�s increasingly diverse communities One of SUNY�s roles statewide is to diversify the state�s human resources-students, faculty, staff �One of the greatest challenges of our time is how to successfully manage these dynamics to promote our State�s development.�(ODEE-SUNY) Slide 7 Reframing the Diversity Case for the 21stCentury Diversity is a core value; not a peripheral one.( From the margins to the center ; reallocation of resources; leveraging) Building institutional capacity Redefining talent to be more inclusive. Linking diversity with core institutional values; revisit mission statement. Slide 8 Reframing the Diversity case for the 21stCentury Linking diversity with other institutional initiatives Scholarship of engagement (APLU,NAFSA) Globalization (ACE, NAFSA) Student learning outcomes (AAC&U; Regional Accrediting Associations) Inclusive and Differentiated Diversity (Smith) Increasing number of graduates in STEM fields (NSF;NIH, Disciplinary Associations) Slide 9 Making the Leadership Case for Diversity Chief Diversity Officer-good start not enough. If focus is transformational change; diversity is everyone�s job.Situational,embedded Sustained leadership from the top is critical; otherwise diversity is lip-service. Slide 10 Making the Leadership Case for Diversity Role of Board-prime movers Role of President/Superintendent-embodies value Senior Administrators Deans Department Heads (NSF-PAID) Faculty (NSF-ADVANCE) Staff (Surveys-climate issues conflict resolution)) Students (Climate issues; leadership training) Slide 11 Diversity Mission Statement Office of the President UC The University of California is committed to achieving excellence through diversity in the classroom, research lab and the workplace. It strives to establish a climate that welcomes, celebrates, and promotes respect for the contributions of all students and employees. Slide 12 Diversity Mission Statementof the UC Regents Diversity should also be integral to the University�s achievement of excellence. Diversity can enhance the ability of the University to accomplish its academic mission. Diversity aims to broaden and deepen both the educational experience and the scholarly environment as students and faculty learn to interact effectively with each other, preparing them to participate in an increasingly complex and pluralistic society. Slide 13 Diversity Mission Statement of the UC Regents practices based on those ideas, can be made richer by the process of being born and nurtured in a diverse community. The pluralistic university can model a process of proposing and testing ideas through respectful, civil communication. Educational excellence that truly incorporates diversity thus can promote mutual respect and make possible the full, effective use of the talents and abilities of all to foster innovation and train future leadership Slide 14 Proposition 209What we can and cannot do Role of OGC is to help, not hinder campuses implement their diversity objectives. Slide 15 Proposition 209 Proposition 209 eliminated some of the tools that the University had previously employed to achieve diversity in its student body and its workforce. Taking Race and gender into account in student admissions. Target of opportunity hires-faculty Targeted scholarships and fellowships Slide 16 Proposition 209 Collection of data on outcomes. Proposition 209 allows the University to collect data on the race and gender of its students, employees, contractors, and of applicants for those positions in order to determine the effectiveness of its diversity efforts. Slide 17 Successful Diversity Frameworks Developing a Shared and Inclusive Understanding of Diversity Creating a Welcoming Campus Climate Recruiting, Retaining and Successfully Graduating a Diverse Student Body Slide 18 Successful Diversity Frameworks Recruiting, Promoting and Retaining a Diverse Faculty and Staff Developing and Strengthening a Curriculum That is Supportive of Diversity Goals Diversifying University Leadership and Management Slide 19 Successful Diversity Frameworks Organizing For Change to Support Diversity Goals Promoting Research to create new bodies of knowledge Building Accountability and Reward systems into the Process-needs work! Slide 20 Summary In Summary: If there is a strong diversity commitment that permeates the core values and mission of the institution, then recruiting and designing programs to meet that commitment falls well within the guidelines of the state law. Slide 21 UC Wide Diversity Initiatives and Programs State wide Outreach Programs-K-12 Summer Bridge Programs Medical Scholars program (UG) Undergraduate Research Opportunities (NSF) Eminent Scholars program Faculty President�s Postdoctoral Program (STEM) Family Friendly Policies Slide 22 UC Wide Diversity Programs and Policies Academic Senate Bills �Diversity 210-Diversity taken into account in teaching research and service 240-role of department chairs in promoting a climate that values diversity ( part of evaluation) 245-role of deans in providing leadership to help their schools/colleges achieve their diversity goals Slide 23 Summary Diversity exists; our role as leaders is to figure out how to lead the institutional transformation to tie it to out core values. Diversity requires institutional will and intentionality. Diversity success requires clearly articulated goals and action plans with benchmarks. Slide 24 Summary Commitment to diversity is a commitment to being in this for the long haul. Recent research study that looked at Michigan, Duke, study-Leadership at the top Arizona-NCRW/Ford critical.(James Duderstadt, Nanearl Kohean left a legacy). www.ncrw.org Slide 25 Summary Finally, An institutional Commitment to diversity is ultimately is a commitment to making the U.S. a country that prepares its students to live and work in a pluralistic society and world---words that we (SUNY and UC) are committed to making a reality.