Strategic Planning Toolkit 1 Universitywide Diversity Strategic Planning Toolkit CHARTING OUR INCLUSIVE PATH FORWARD “Rutgers can be a leader on the national stage by redefining how and where we find excellence. This work is born and bred out of a commitment to diversity in all of its forms.” - President Jonathan Holloway
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“Rutgers can be a leader on the national stage by redefining how and where we find excellence. This work is born and bred out of a commitment to diversity in all of its forms.”
- President Jonathan Holloway
The variety of personal experiences, values, and worldviews that arise from differences of culture and circumstance. Such differences include race, ethnicity, gender and gender identity, age, religion, language, disability status, sexual orientation, socioeconomic status, geographic region, and more.
Actively working to identify and eliminate barriers that have prevented full participation across differences in culture and circumstance, specifically
redressing the exclusion of historically underrepresented groups in higher education. Attention to equity involves ensuring access, opportunity, and
advancement for all students, faculty, and staff in every stage of education and career development.
The act of creating environments in which individuals and groups feel welcomed, respected, supported, and valued by eliminating practices and behaviors that marginalize. An inclusive climate embraces differences and offers respect in words and actions so that all people can fully participate in the University’s opportunities.
DIVERSITY
INCLUSION
EQUITY=
diversity.rutgers.edu
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Table of Contents
STRATEGIC PLANNING AT-A-GLANCE 4
WHY AND HOW WE WILL CHART OUR INCLUSIVE PATH FORWARD
A Call to Action 5 Strategic Direction 6 University Priorities 7 DefiningInclusiveExcellence 8 The Need for Strategic Planning 9 Planning Process Overview 10 Planning Tools Overview 11
Duringtheracialreckoningofsummer2020,thequestionwasposed,“Whatistheacademicversion of thoughts and prayers?”Awildlypopularresponsewas,“diversityandinclusion.”Thoughtsandprayers,inandofthemselvesarenotbad,butwhentheyareonlystatementsofsupport,whenactionsandhelpareneeded,theyareinsufficient.Theproblemisnotthathighereducationarticulatesacommitmenttodiversityandinclusion,theproblemisoftentimesitendsthere.
Thechallengesaheadofusaregreat,butwemustmeetthismomentwithaction.ThediversitystrategicplanningprocessisamechanismforouruniversitycommunitytoassesswhereweareandcommittowhatwewilldotochartamoreinclusivepathforwardatRutgers.We will not let perfect be the enemy of the good. Asaninstitution,wearecommittedtomakingprogress,notjustbecausethismomentdemandsit,butbecauseourfuturedoes.
Inclusive Excellence means an institution has adopted means for the cohesive, coherent, and collaborative integration of diversity and inclusion into the institutional pursuit of excellence.
Strategic planning is the process through which we will assess and align efforts in service of this goal.
STEP TWO: GATHER INFORMATION AND CONDUCT SELF-ASSESSMENT Gather/analyzedatatounderstandthecurrentstateofyourorganizationalunitandidentifystrengths/gaps/needsrelevanttotheuniversitypriorities.
STEP THREE: DEVELOP A VISION – SET GOALS, IDENTIFY METRICS ArticulateorganizationalunitgoalsanddevelopanOrganizationalUnitDiversityActionPlan.
STEP FOUR: CHANCELLOR-LED UNITS ADOPT DIVERSITY STRATEGIC PLAN
STEP FIVE: UNIVERSITY COMMUNICATES VISION UniversitycommunicatesvisionandoutlinesoverarchinguniversitystrategiesthatwillsupportthefulfillmentoftheChancellor-ledunitsdiversitygoals.
STEP SIX: IMPLEMENT PLAN Launchinternalworkplanwithbenchmarks,timelines,andinstitutionalsupport.
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Planning Tools Overview
CHECKLIST FOR ORGANIZATIONAL UNIT (OU) PLANNING Orderedactivitieswithineachsteptohelpguidetheplanningprocess.
INFORMATION GATHERING AND DATA GUIDE Thistoolprovidesaslewofresourcestohelpyourorganizationalunitapproachtheself-assessmentprocesses,includingreviewquestionstopromptreflection.
VISION AND GOAL SETTING GUIDE Seriesofstepstoguidethevisioningandgoalsettingprocess.Theaimistocreateasharedunderstandingofthewhyofchangesothatyourorganizationalunitcanidentifyconcretelywhatmustchange,whichisthefoundationofyourorganizationalunitgoals.
ORGANIZATIONAL UNIT (OU) ACTION PLAN DEVELOPMENT WORKSHEET Anoutlineofactionplanelements,theaimistosummarizehowyourorganizationalunitwillworktowardschange.
SUMMARY SHEET FOR ASSESSMENT OF UNIT ACTION PLAN AtooltoassistChancellor-ledunitsinreviewingorganizationalunitactionplans,enablingconsistencyinevaluationandfeedback.
STRATEGIC PLAN SMART GOALS TEMPLATE Outlineandbriefdescriptionsofstrategicplanelements.
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Map Out Planning ProcessEstimated Time to Completion: 2-4 weeks (February)
STEP ONE
1. Choose a chair (or co-chairs) who will guide the diversity strategic planning process in yourorganizationalunitandconsultwithyourChancellor-ledplanninglead.Thisconversationwillprovideanoverviewoftheplanningprocess,aswellasinformationabouttimelineandavailablesupport.
2. Create a planning committee to lead the diversity planning process in your organizational unit.Youraimistocreateacrosssectionofyourorganizationandbringtheircollectiveinsightstobearonissuesofdiversity,inclusion,andequity.Whenselectingmembersfortheplanningteam,besuretoincludekeystaffandfacultywhoworkondiversityandequityeffortsaswellasstudentswhoareinyouracademicunitorarethetargetoftheservicesofferedbyyouradministrativeunit.Designatestafftoprovideadministrativesupportandassistinorganizingthestrategicplanningprocesswithinyourorganizationalunit.
3. Review and discuss the University Equity Audit.Readtheexecutivesummary,reflectonthefindingsfromthecentraladministrationself-studyandsharewhichoutcomesreflectissuesfoundinyourorganizationaswell.Identifyaspirationsthatoverlapwithareasinneedofchangeinyourorganizationalunittokeepinmindthroughouttheplanningprocess.ThefullUniversityEquityAuditandtheExecutiveSummarycanbefoundonline.
4. Develop a workplan to support the activities of the planning team. ReviewtheChecklist for Organizational Unit Planningtofamiliarizeyourselveswiththeactivities,developatimelineforcompletingthem,andhaveapreliminarydiscussionofkeyissues.
Gather Information and Conduct Self-AssessmentEstimated Time to Completion: 6 weeks (February-March)
1. Create a shared understanding of the current stateofdiversity,equity,andinclusioneffortsinyourorganizationusingtheInformationGatheringandDataGuide.Thisincludes,uncoveringpastreportsand/oractivities,previousdiversitygoalsandaccomplishments,etc.thatdemonstratehow
2. Review the Equity Scorecard and Summary found in the University Equity Audit,payingparticularattentiontoareasofstrengthandopportunitiesforgrowthforyourChancellor-ledunit.Whilethisdataprovidesa10,000footview,itreflectstheactivitiesandchallengesfacingyourorganizationalunitaswell.Drawonittoidentifymetricstotrackasmeasuresofprogress.
3. Encourage members of your organization to complete the Diversity Strategic Planning AssessmentSurvey,theresultswillbedisseminatedattheChancellor-ledunitlevelanddelineatedbyeachorganizational(academicandadministrative)unitresponsiblefordiversitystrategicplanning.
4. Engage your stakeholders(students,staff,faculty,alumni,community).Thegoalsandactionplanyoudevelopshouldnotbeasurprisetothem.Takestepsearlyinyourplanningprocesstocapturetheirperspectivesonwhatneedstochange.TheDiversity Strategic Planning AssessmentSurveysupportsthisaimfortheentireuniversitycommunity,butyoumaybenefitfromadditionalmethodsofengagement.UsetheStakeholderEngagementGuidelines tool to reviewavarietyofapproaches,alsoconsiderwhetherapastmechanismusedtoengageyourcommunitycanbedrawnonforthispurpose.
5. Develop a shared understanding of the ideal stateofyourorganizationreflectingontheinformationgatheredfromyourstakeholders.Identifyconcretelywhatneedstochangetomoveyourorganizationalunittowardstheideal.Youraimistodevelopasharedunderstandingofyourorganizationalunit’saspirations.
NOTE: The self-assessment is an internal document that can take any format the planning team decides. It will inform the Organization Unit Diversity Action Plan, which will be shared.
STEP TWO
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Develop a Vision – Set Goals, Identify Metrics Estimated Time to Completion: 4 weeks (April-May)
1. Develop goals and metrics. Drawontheself-assessmentcompletedinsteptwotocraftorganizationalunitgoalsthatsupporttheachievementoftheuniversitypriorities,whichprovidethefoundationforChancellor-ledunitgoals.UsetheVisionandGoalSettingGuide tosetspecificgoalsthatmeaningfullyrespondtowhatyouheardfromyourstakeholders.
2. Identify concrete strategies and supports needed to achieve each goal, along with metrics that can be used to assess progress. Revisitexistingactivitiesinyourorganizationalunitthatsupportequity,diversity,andinclusion,andassesswhethertheyneedtobestopped,adapted,orstrengthenedtosupportachievementofyourgoals.Inconsideringinitiatives,especiallyneworexpandedinitiatives,articulatewhyitwillsubstantiallyimproveperformancerelatedtooneormoreoftheprioritiesidentified.
3. Draft your action plan. Use the OrganizationalUnitDiversityActionPlanWorksheet to share howyourorganizationalunitgoalswillworktogethertomoveyourunittowarditsidealstate,aswellasmethodstomeasureshort-andlong-termprogresstowardsyourgoalsinthenext3to5years.
4. Share your plan with the Chancellor-led unit planning team. OrganizationalunitplanswillnotbefinaluntiltheChancellor-ledunitDiversityStrategicPlanisfinal.Therewillbeanopportunityfordiscussionandmodifications,asneeded,toensurealignmentbetweenorganizationalunitandChancellor-ledunitgoals.
Vision and Goal Setting GuideOrganizational Unit (OU)
Action Plan Development Worksheet
STEP THREE
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Chancellor-led Units Adopt Diversity Strategic Plan Estimated Time to Completion: 4 months (May-August)
1. Review Organizational Unit Diversity Action Plans,utilizingtheSummarySheetfortheAssessmentofOrganizationalUnitDiversityActionPlans.TheaimistoensurealignmentwiththestrategicdirectionoftheChancellor-ledunit,establishafloorthatallorganizationalunitsmeettosupporttheachievementofsharedgoals,andassessrequestsfornewinstitutionalsupportneededtoachieveorganizationalunitgoals.
2. Frame the importance of diversity, equity, and inclusion fortheChancellor-ledunit,connectingthediversitystrategicplantoitsmissionandrelationshiptothesurroundingcommunity.
4. Share goals with the Office of the Senior Vice President for Equity. TherewillbeareviewanddiscussionofplansacrosstheChancellor-ledunitstoidentifyoverarchinguniversitystrategiesandresourcesneededtoachievegoals.ThePresident’sOfficewillalsoweighinonthewhetherthegoalsoutlinedsufficientlyadvancetheuniversitypriorities.
5. Draft the Chancellor-led Unit Diversity Strategic Plan. DevelopanarrativethatsharesthestrategicdirectionfortheChancellor-ledunit,drawontheassessmentoftheorganizationalunits,anddescribehowtheirgoalsrelatetoandwillsupporttheachievementofChancellor-ledunitgoalsandadvancetheuniversitypriorities.Sharetheconcretesteps,responsibilities,andtimelinesforputtingthegoalsandstrategiesoutlinedintopractice,specifyinghowtheactivitiesoforganizationalunitswillbetracked.
Summary Sheet for Assessment of Organizational Unit (OU) Diversity Action Plan
Strategic Plan SMART Goals Template
STEP FOUR
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University Communicates Vision
Implement Plan
Estimated Time to Completion: 1 month (September), Ongoing
Estimated Time to Completion: 3 Months (October-December), Ongoing
1. Chancellor-led unit plans are finalized,andcommunicationsplansaredevelopedtosharethenewstrategicgoals.
2. Share Rutgers path forward with the university community and external stakeholders. WewillhavedevelopedaunifiedvisionofRutgerscommitmenttodiversity,coupledwithconcretestrategicplansthatoutlinehoweachofitspartscontributetothecollectivegoal.
1. Develop an implementation plan at the Chancellor-led unit level. Identifyleadersforeachareaofwork,aswellasanestimatedtimelineforspecificstrategies.Askeachorganizationalunittodesignateapointpersontocoordinateandmonitoroverallimplementationwithintheirunit.
4. Share your progress often. Yourinternalandexternalstakeholdersneedtoknowaboutyourongoingactivitiestoachieveyourgoals.PleasecontacttheOfficeoftheSeniorVicePresidentforEquityforongoingsupportincommunicatingyourcommitmentandsuccesses.
STEP FIVE
STEP SIX
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Tools
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Checklist for Organizational Unit (OU) Planning
STEP ONE: MAP OUT PLANNING PROCESS Chooseachair(orco-chairs)whowillguidethediversitystrategicplanningprocessinyourorganizationalunitandscheduleaconsultationmeetingwithyourChancellor-ledunitplanninglead.
STEP FOUR: CHANCELLOR-LED UNIT (CLU) ADOPTS DIVERSITY STRATEGIC PLAN RespondtofeedbackfromtheChancellor-ledunit.Makemodificationsasneededtofinalizeyourplan.
STEP FIVE: UNIVERSITY COMMUNICATES VISION Developacommunicationsplanforsharingyournewstrategicgoalsandprioritieswithmembersofyourorganizationalunit,aswellasexternalstakeholders.
STEP SIX: IMPLEMENT PLAN DesignateapointpersontocoordinateandmonitoroverallimplementationwithintheChancellor-ledunitplanninglead.
Launchyourwork!
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Diversity Strategic Planning Assessment Survey
This tool will be administered electronically through Qualtrics (visit diversity.rutgers.edu for more information), enabling stakeholder engagement informing both university and chancellor-led unit diversity planning.
This first set of questions is asked of all respondents: students (undergraduate and graduate), postgraduate learners and trainees, staff, and faculty.
Reflecting on your experiences at Rutgers University, respond to the prompts below assessing the vision, leadership, and messaging about diversity, equity, and inclusion.
Respond to the prompts below reflecting on efforts to engage in sustainable and substantive community engagement within your organizational unit (school, division, or administrative department). Communityengagementisdefinedastheprocessofworkingcollaborativelywithandthroughgroupsofpeopleaffiliatedbygeographicproximity,specialinterest,orsimilarsituationstoaddressissuesaffectingthewellbeingofthosepeople.
Note: We welcome opinions and/or impressions from all members of the community, however, if you do not have a perspective to share, please select not applicable.
[Final question] Please share any additional information you would like us to know that is not captured above.
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Respond to the prompts below reflecting on efforts to recruit a diverse community within your organizational unit (school, division, or administrative department). Diversity reflectsdifferencesinracial,ethnic,gender,socioeconomic,immigrant,international,sexualorientation,ability/disability,andreligiousbackgrounds.Note: We welcome opinions and/or impressions from all members of the community, however, if you do not have a perspective to share, please select not applicable (NA).
STRONGLY AGREE
AGREE DISAGREESTRONGLY DISAGREE
DON’T KNOW
NA
1.Rutgersactivelyvaluesandseekstohirea diverse staff.
10.Rutgersactivelyvaluesandseekstoenroll diverse postgraduate learners and trainees(postdocs/residents/fellows).
This set of questions is asked only of faculty and staff.
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Respond to the prompts below reflecting on efforts to retain and develop a diverse community within your organizational unit (school, division, administrative department, etc.).
Note: We welcome opinions and/or impressions from all members of the community, however, if you do not have a perspective to share, please select not applicable (NA).
3.Allstaffintheunit(department,center,institute,school,office)arecomfortableandknowledgeableaboutworking with diverse student and postgraduate populations.
10.Wehaveastrongmentoringsystem,whichiseffectiveinsupportingall graduate students bothacademicallyandprofessionally.
11.Wehaveastrongmentoringsystem,whichiseffectiveinsupportingall postgraduate learners and trainees bothacademicallyandprofessionally.
STRONGLY AGREE
AGREE DISAGREESTRONGLY DISAGREE
DON’T KNOW
NA
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Respond to the prompts below reflecting on the role of leaders in shaping inclusive environments within your organizational unit (school, division, or administrative department).
Respond to the prompts below reflecting on the need to develop an institutional infrastructure to drive change at Rutgers broadly and within your organizational unit (school, division, or administrative department).
Note: We welcome opinions and/or impressions from all members of the community, however, if you do not have a perspective to share, please select not applicable (NA).
3.Faculty research agendas address issuesofequity,inclusion,anddiversityasrelatedtotheirfield(s)ofinquiry.Scholarlyresearchonequityandsocialjusticeissupportedandpromotedbythedepartment.
This set of questions is asked only of graduate students.
Respond to the prompts below reflecting on efforts to recruit, retain, and develop a diverse community within your organizational unit (school, division, administrative department, etc.).
STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE
1.Rutgersactivelyvaluesandseekstohire a diverse staff.
2.Rutgersactivelyvaluesandseekstohire a diverse faculty.
3.Rutgersactivelyvaluesandseekstoenroll diverse graduate students.
4.Ouroutreachandrecruitmentprocessesfor graduate students employtargetedpracticesforattractingdiversepopulations.
This set of questions is asked only of undergraduate students.
Respond to the prompts below reflecting on efforts to recruit, retain, and develop a diverse community within your organizational unit (school, division, administrative department, etc.).
STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE
1.Rutgersactivelyvaluesandseekstohire a diverse staff.
2.Rutgersactivelyvaluesandseekstohire a diverse faculty.
3.Rutgersactivelyvaluesandseeksto enroll diverse undergraduate students.
9.Extrasupportisprovided,whereneeded,toensurethesuccessofundergraduate students fromunderresourcedbackgrounds,studentswithdisabilities,studentswhosefirstlanguageisnotEnglish,studentswithlimitedfinancialresources,andthosefacingotheracademicorsocialchallenges.
This set of questions is asked only of postgraduate learners and trainees.
Respond to the prompts below reflecting on efforts to recruit, retain, and develop a diverse community within your organizational unit (school, division, administrative department, etc.).
STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE
1.Rutgersactivelyvaluesandseekstohire a diverse staff.
2.Rutgersactivelyvaluesandseekstohire a diverse faculty.
3.Rutgersactivelyvaluesandseekstoenroll diverse postgraduate learners and trainees(postdocs/residents/fellows).
5.Postgraduate learners and trainees of all identities and experiencesarevaluedbyfaculty.
6.Postgraduate learners and trainees of all identities and experiencesarevaluedbystaff.
7.Wehaveastrongmentoringsystem,whichiseffectiveinsupportingall postgraduate learners and trainees bothacademicallyandprofessionally.
8.Theunit(department/center/institute/school)providesasupportiveandwelcomingenvironmentforallpostgraduatelearnersandtraineestopursuetheircareersasscholarsand/orclinicians.Postgraduate learners and trainees fromgroupshistoricallyunderrepresentedinthefieldand/orinsocietyarefullyincludedinourintellectuallife.
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This set of questions is asked only of staff.
Respond to the prompts below reflecting on efforts to promote an inclusive workforce within your organizational unit.
Stakeholder Engagement Guidelines This tool provides an overview of why stakeholder engagement matters and models for gathering additional input to inform your organizational unit planning on diversity, equity, and inclusion.
Stakeholder engagement can take any form that meets your needs. Here are a few options to consider:
• Small group strategy meetings areaneffectivestructureforgroupsofconstituentstodiscusstheirneedsandinformothersofhowtheywouldwanttoseethemaddressed.
• Focus groups enableastructured,facilitatedconversationorganizedaroundquestionspreparedinadvancetogetthegrouptalking.Focusgroupscantargetspecificpopulations(womengraduatestudents,facultyofcolor,etc.)orbefocusedonaspecifictopic(diversityinthecurriculumorracialdynamicsintheunit).
• A Town Hallisanopenforumtoallowforalargerconversationacrossconstituentgroups.Theycanbeagoodforumtoshareupdates,process,andprovideoveralltransparencyaboutstrategicplanningprocess,servingasavehicleforyourcommunitytomeetleadersshepherdingtheprocess.However,theycanbeunwieldlyanddifficulttomanageconversation.Ifyouraimistogetfeedback,orfacilitatedialogue,consideranothermethod.
• Affinity groups areanygroupofpeoplethatgatherbasedonasharedidentity.Theyoftenhaveaspecificmissionandpurposetoprovidesupportandcombatisolation.Theycanbeinformativeresourcesabouttheneedsofaspecificgroupand/orhosttargetedeventstofacilitateaconversation.
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Information Gathering and Data GuideThis tool provides a slew of resources to help your organizational unit approach the self-assessment processes, including review questions to prompt reflection.
What is your current state and ideal state in relation to each diversity priority, by population (where applicable)? What would your ideal state be?
Describe the Current State: Inwhatareasdoestheorganizationalunitneed/wanttoimprove?Aimtodevelopastatementofthechallengesatpresentthatservesasaguidingtenetprovidingasharedunderstandingofthe“why”ofchange.
Describe the Ideal State:Whatwouldyouridealstatebe?Iftheorganizationalunitimprovedovertime,whatwouldchangelooklike?Aimtodevelopasharedunderstandingofyourunit’saspirations.Rememberyouarenottryingtodefineyourconcretegoalshere;itisokaytothinkbigevenifitseemsoutofreach.
This tool contains a series of steps to guide the visioning and goal setting process.
WHAT NEEDS TO CHANGE Identifythegapbetweenyourcurrentstateandtheidealstate-theseareareasinneedofchange.Substantialimprovementintheseareaswillhelpinmovingyourorganizationalunittowardstheideal.Forexample:buildcross-culturalskillstoengageacrossdifference;increasedsenseofbelonging;changeinpoliciesandprocedures;improvedrecruitmentandretentionoffaculty,staff,andstudents;improvedpromotionandgraduationrates;improveddepartmentalculture.Feelfreetodrawonthelanguageusedintheprioritiestoidentifywhatneedstochange.
MOVING TOWARD THE IDEAL, LINKING EFFORT TO INSTITUTIONAL CHANGE Identifyspecificdesiredoutcomesthatcanbeshorterorlongerterm,thatifachievedwouldindicatemeasurableprocessonthethingsthatneedtochange.Whatsupportsand/oractivitieswillsupportachievementoftheseoutcomes?Revisitthelistofactivitiescompiledduringyourself-assessment.Identifyingactivitiesthatneedtobestopped(tocreatenewresources),adapted,orstrengthenedtomovetheunittowardtheidealstate
DIVERSITY PRIORITIES DESIRED OUTCOMEWHAT SUPPORTS OR
Low Alignment Theunit’sgoalsmettheneedsoftheorganizationalunitbuthaveaweakrelationshiptothestrategicdirectionoftheChancellor-ledunit. Moderate Alignment Theunit’sgoalshaveamoderaterelationshiptothestrategicdirectionoftheChancellor-ledunitbutdonotbuildonexistinginitiatives. High Alignment Theunit’sgoalshaveastrongrelationshiptothestrategicdirectionoftheChancellor-ledunit,buildonthestrengthsofexistinginitiatives,andoffermeansforpartnershipacrossunits.
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The Chancellor-led Unit Diversity Strategic Plan will articulate goals and overarching strategies to guide the collective work to support institutional change. These goals should guide investment and efforts in support of university priorities, outline benchmarks for achievement, and provide structural mechanisms for accountability. Note for some priorities you may need multiple goals to capture your aspirations for each population (students, postgraduate learners/trainees, staff, and faculty). Goals should be Specific, Measurable, Attainable, Relevant, and Time Bound (using one worksheet per goal).