Michigan Technological University

Institutional Diversity

Diversity Framework

The University’s Strategic Plan and tactical plan sets goals to strengthen Michigan Tech’s role as a leader in higher education and to position itself as a national school of choice. The Diversity Framework describes the actions that must be taken, over the next ten years, to achieve diversity, an essential ingredient for successfully accomplishing the strategic goals. Implementation of the Framework requires leadership and commitment from the Board of Control and the upper administration.

The changing national and regional demographics present unique challenges to higher education. As the student population becomes increasingly diverse, colleges and universities are expected to create and maintain a healthy, effective learning environment among students, many of whom have had few opportunities to develop familiarity with other cultures. More so than ever before, it is clear that technical competence alone is insufficient for today’s graduate. Michigan Tech must prepare its students to live and work in a diverse society. Sound cultural knowledge and understanding, and the appreciation for cultural differences are also of significant importance. In order to graduate students who will create the future, the University must complete its transformation to a multicultural institution.

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The importance of implementing the Diversity Framework is clear. For example, the Accreditation Board for Engineering and Technology (ABET) is committed to promoting diversity. Goal #5 of ABET’s mission is to: Expand diversity of participation in ABET. One of ABET’s objectives in achieving this goal is to: Increase the numbers of those historically underrepresented in ABET to reflect the full spectrum of participants in the engineering community. Similarly, our corporate partners identify diversity as a measure of our viability for the future.

Experiencing diversity is an important component of a quality education for all of our students. Furthermore, to achieve excellence in research and service, it is imperative to foster a greater diversity of perspectives and backgrounds among students, faculty, and staff.

The University’s Strategic Plan provides the vision to implement the Diversity Framework initiatives. The Michigan Tech Action Agenda for 2010 vision is to become a nationally prominent and internationally recognized technological university which bridges technology and business and will meet the needs of a global and technologically rich society through excellence in undergraduate and graduate education, scholarship, and research. One of the steps outlined in achieving the Vision is to ensure that students appreciate the diversity of humanity…. In addition, Goal 3 of the MTU Strategic Plan states that we must identify the best size and blend for our educational programs, which have a diverse student body, faculty and staff. The Michigan Tech Diversity Framework ensures alignment of diversity initiatives with the vision and goals set forth in the University’s Strategic Plan. It is imperative that we aggressively act on the Framework plan and assure the resources necessary to achieve it.

There has been only a small, steady increase in the numbers of minority students (African American, Hispanic/Latino, Native American) enrolled at Michigan Tech over the past 15 years. (However, a concurrent drop in total engineering enrollment has led to a modest increase in the percent of underrepresented students.) Fall 2002 minority enrollment remained at ~4 percent of the total student population. The percent of female students rose from lows of 18% in the 1980’s to 22% currently. In the past decade, the percent of female students has been maintained at 22-24%, but has not increased significantly. The low numbers of African Americans, Native Americans, and Hispanics as faculty and staff is even more telling. The numbers and percentages of both minority and female students and faculty/staff are less than satisfactory throughout the University. There is clearly room for improvement. The University currently supports Youth Programs and an outreach office to help increase the pool of potential students and retain underrepresented students after they enroll. Additional efforts must be implemented to successfully increase the recruitment and retention of underrepresented undergraduate and graduate students, faculty, staff, and administration.

The action plan presented in this document is designed to build upon our strengths in ways that improve outcomes. We seek improvement not only in areas for which traditional measures of progress are readily available, but also in less quantifiable dimensions of a diverse environment such as the quality of the climate in which all members of the University community work or pursue their educational goals. This will necessitate increasing the responsibilities of all units and building broader ownership in the process of a multicultural transformation.

The initial development of this document began in 1998 when the College of Engineering (COE) and the Department of Educational Opportunity (EO) hosted a series of diversity workshops provided by the National Action Council for Minorities in Engineering, Inc. (NACME). The workshops were funded through a grant from the Michigan King-Chavez-Parks Initiative. One direct consequence of these workshops was the establishment of a Diversity Planning Committee charged with identifying specific strategies to enhance diversity within the COE. Michigan Tech began its strategic planning process in the fall of 1999, and the COE Diversity Planning Committee became the unit responsible for identifying strategies that can be incorporated into individual department plans, and serve as a framework for a University-wide plan. In January 2003, the COE plan was modified and expanded to fit the needs of the entire University. This document addresses challenges that are common to many units within the Michigan Tech community, those for which the efforts of individual units are often insufficient to resolve. It presents recommendations that require University-wide actions, as well as individual commitment.

The goals recommended in the Diversity Framework are:

  1. Develop a shared and inclusive understanding of diversity
  2. Create a welcoming campus climate
  3. Recruit and retain a diverse workforce
  4. Recruit and retain a diverse student body
  5. Diversify University leadership and coordinate organizational change to support diversity goals

To accomplish these goals requires centralized coordination because the creation of a truly diverse and multicultural University will require a collective understanding that the whole is greater than simply the sum of the many parts. Effectively addressing the Diversity Framework’s Action Plan requires the commitment of the entire University community.

Develop a Shared and Inclusive Understanding of Diversity

The first challenge is the development and University-wide acceptance of an inclusive understanding of diversity. Traditionally, diversity initiatives at many colleges and universities have been shaped by experiences with legal mandates prohibiting discrimination and policies promoting equal opportunity. As a consequence, the groups most often identified when the term "diversity" is used are racial/ethnic minorities and women. Although strengthened efforts are directed toward addressing inequities experienced by these groups, the proposed strategies are by no means limited to these groups. The strategies address necessary efforts to integrate all underrepresented groups more fully into the life and fabric of the University. Included in these sometimes less visible or vocal groups are those subject to the Americans with Disabilities Act (ADA), persons protected against discrimination based on sexual orientation, and veterans and returning adult students.

Furthermore, diversity initiatives must encompass strategies targeted at both domestic and international groups. Success in one arena does not allow units to forego aggressive action in the other. There is a misconception that it is possible to trade off success in recruiting underrepresented international students and faculty against limited success (or even inactivity) in recruiting domestic students and faculty who are underrepresented in most disciplines on our campus.

An environment characterized by equal access and respect for all groups and individuals irrespective of cultural, gender, or other differences must be fostered. Importantly, the environment should be one where the multiplicity of characteristics possessed by persons are not simply tolerated but valued. Diversity goal 1 supports Strategic Plan Goals 1, 3, 4, and 7.

University Goal 1: LEARNING—Provide an outstanding and relevant learning environment, consistent with a national university of choice.
University Goal 3: SIZE AND COMPOSITION—Achieve the best size and blend for our educational programs, which includes a diverse student body, faculty, and staff.
University Goal 4: ENRICHMENT—Be the residential campus that provides a sense of diverse community and student experiences that develop the whole person.
University Goal 7: IMAGE—Build our reputation beyond the borders of Michigan and the Midwest such that Michigan Tech becomes a national university of choice.

Strategies

Action PlanSpecific ActionMetricResponsible UnitsTimetable
200220062008
Strategy 1-1Develop clear and consistent descriptions of diversity objectives and initiatives at Michigan Technological University     
 Define reasonable, measurable goals of diversity within colleges and University service units using balance of regional and state demographics as well as benchmark university populations to derive student enrollment and employment expectations.Specific unit goals definedColleges, schools, and other administrative unitsCreate goals
by
2003		Review and
edit		Review and
edit
 Use an expanded Presidential Commission on Diversity to review, assess, publish, and monitor University goals to ensure consistency of definition (See Strategy 2.5)How many units use PCDUnits, PCD, Provost100%
by
2004		100%  100%  
 Incorporate undergraduate and graduate feedback into each unit’s diversity objectives and initiatives.Revision to unitUnitsCompl-eted 2003Cont. to reviewCont. to review
Strategy 1-2Communicate a clear and consistent description of diversity objectives and initiatives at Michigan Technological University     
 Incorporate diversity training efforts into academic and administrative department meetings and retreats% of employees receiving trainingEd Opp and unit leaders10% in 2003100%100% again (25% per year)
 Distribute and discuss detailed information about the University’s diversity initiatives to new and existing faculty and nonacademic personnel. Incorporate information about the University’s diversity initiatives in orientation sessions for new department chairs and for department/College advisory boards. Periodically introduce the Outreach and Multi-Ethnic (OME) Program division staff and review the function of the OME division and Educational Opportunity Department with new faculty, staff and administrators.# of attendeesUnit leaders and Provost10%  100%  100%  
 Explicitly include diversity initiatives in unit-specific publications including strategic plans.One article a yearColleges, Schools, and Provost20%100%  100%  
 Update Faculty Handbooks outlining faculty responsibilities in accordance with ADA regulations.Yes/NoProvost, Senate, Student AffairsCompl-eted by 2004Update as neededUpdate as needed
 Inform incoming students about the University’s diversity initiatives through new student orientation programs and other appropriate venues.# of students informedStudent Affairs, Graduate School, EdOpp100%100% each year100% each year

Create a Welcoming Campus Climate

A welcoming campus climate requires that the University clearly articulate its commitment to and expectations for all admitted students. Issues related to diversity need to be identified, and then addressed, with a variety of strategies and by all campus units. Institutionalized systems of assessment and accountability will help the University measure progress and fine-tune processes.

A climate that invites and values the unique perspectives of each individual, in and outside the classroom, and that celebrates diversity, benefits the entire campus community. This goal is clearly consistent with efforts to support the success of all of our students, faculty, and staff. It relates directly to Strategic Plan Goal 1, 3, 4, and 7 and indirectly to Goal 5.

University Goal 1: LEARNING—Provide an outstanding and relevant learning environment, consistent with a national university of choice.
University Goal 3: SIZE AND COMPOSITION—Achieve the best size and blend for our educational programs, which includes a diverse student body, faculty, and staff.
University Goal 4: ENRICHMENT—Be the residential campus that provides a sense of diverse community and student experiences that develop the whole person.
University Goal 5: ADMINISTRATION—Provide an optimized administrative framework with sound physical, technological, and financial resources that ware consistent with a national university of choice.
University Goal 7: IMAGE—Build our reputation beyond the borders of Michigan and the Midwest such that Michigan Tech becomes a national university of choice

Strategies

Action PlanSpecific ActionMetricResponsible UnitsTimetable
    200220062008
Strategy 2.1Regularly assess students’ academic and personal needs (ex. Retention Review Committee, surveys, etc.).     
 Add diversity questions to registration forms.Survey results, freshmen satisfactionAll academic units, Student Affairs, School/Dept. Chairs, Counseling Services, PCD, Affirm. ProgramsBench-mark
level
of
freshmen
satis-faction		10%
increase
in freshmen satis-faction

 

25% increase

 

 Provide summarized results to the PCD, PCW, the Special Assistant to the Provost for Institutional Diversity, and Provost.Survey results, freshmen satisfactionAll academic units, Student Affairs, School/Dept. Chairs, Counseling Services, PCD, Affirm. ProgramsBench-mark
level
of
freshmen satis-faction

 

10%
increase
in freshmen satis-faction

 

25% increase

 

Strategy 2.2Support diversity awareness programming.Budget allocation

 

Student governments; Institutional Analysis; Ramona Beckman; PCD; OME; ProvostBench-mark study
of
dollars presently allocated

 

10%
increase
in
bench-mark allocation

 

20%
increase
in
bench-mark allocation

 

 Assure appropriate funding levels for activities such as the Parade of Nations, Black History Month, Cinco de Mayo, Native American Heritage Month, Women’s History Month, etc. that highlight diverse perspectives and build new traditions.     
 Involve programming groups that deal with diversity.     
 Engage Ways and Means committees of student governments that allocate funds from student activity fees.     
 Emphasize diversity as a theme in traditional University events such as K Day, Winter Carnival, Spring Fling, etc.     
 Encourage lecture series on different cultures.     
 Provide financial assistance (small grants) for diversity activities and encourage a web presence that is linked to the MTU web page.     
Strategy 2.3Assure program assistance for student organizations that provide personal, professional, and academic support for diverse groups (ex. SWE, AISES, NSBE, BSA and SHPE).# of Univ. activities that incorporate diversityGSC & USG, CPDQI, PCW, Corp. Relations   
Strategy
2.4		Assess all forms of University public relations media (publications, web page, radio and television spots) to assure that they portray a campus that welcomes diversity. Major marketing campaigns must be assessed and approved prior to release by a diverse cross section of the Michigan Tech community and other appropriate focus groups. The PCW, or PCD, and the Special Assistant to the Provost for Institutional Diversity and OME representatives should review any problems or questionable material. University Relations   
Strategy
2.5		Strengthen the Presidential Commission on Diversity (PCD) by adding representatives from the upper administration. PCD should help monitor the progress in improving the climate on Michigan Tech’s campus and regularly provide feedback and recommendations to the President and Provost. (See Strategy 1.1)PCD membershipPCD and President’s Office   
Strategy
2.6		Maintain support for periodic training of students, faculty, administrators, and staff to discuss diversity issues. Incorporate diversity training into student orientation, leadership programs, team skills development, and programs for all new hires. Encourage discussion of diversity issues at faculty-staff meetings in all University units. Encourage University-wide celebration of Martin Luther King Day (½ day recess) by promoting diversity workshops, invited speakers, cultural awareness events by student groups in all departments. Emphasize elective courses that promote awareness of local, national, and international diversity.# of training programs, orientation events, diversity celebrations, workshops, etc.CPDQI, CTLFD, Department Chairs, PCD, all academic unitsOrien-tation and
faculty
hires, publicize events

 

Orien-tation and
faculty
hires, publicize events

 

Orien-tation and
faculty
hires, publicize events

 

Strategy
2.7

 

Continue to enhance Residence Hall Life programs to reflect a diversity of interests. Discuss living in a diverse community during freshman orientation; require pre-service and ongoing diversity training for RA’s.RA training

 

Residential Services

 

100% incorp-oration into
RA
training

 

100% incorp-oration into
RA
training

 

100% incorp-oration into
RA
training

 

Strategy 2.8Support outreach programs that encourage exploration of the local area by multicultural/cross-cultural groups of students. Encourage students to learn about the history and ethnic diversity of local communities through exchanges with Finlandia University, participation in events organized by the MTU Historical Archives (e.g. Fourth Thursday in History program), and enrollment in appropriate MTU classes. Support minority and international student outreach to local elementary schools by giving talks to classes and encourage participation in local charities. Students will feel more connected to the community and help increase cultural awareness in the community.No. of minority community visits

 

Community Programs, student organizations, PCD

 

Bench-mark study
on
# of
visits to schools, clubs, activities, etc. by minority groups

 

10%
increase
in
visits
to
local commu-nities

 

20%
increase
in
visits
to
local commu-nities

 

Strategy
2.9		Ensure multi-ethnic participation/representation on University cultural affairs and arts committees.No. of minorities on committeesCultural Enrichment; Student orgs.; PCDBench-mark study to determine number10% increase in no.25% increase in no.
Strategy 2.10Upper administration must be diligent about including diverse perspectives on campus planning teams so that opportunities to incorporate spaces and buildings that enhance diversity are considered, i.e. Multicultural Center, Women’s Wellness and Fitness Center, Childcare Center, religious observance spaces, informal gathering spaces, etc.Minority representation on planning teamsPresident’s Office; Deans; VPsBench-mark study to determine number of minorities on planning teams25%
increase
in
minority repre-sentation

 

50%
increase
in
minority repre-sentation

 

Recruit and Retain a Diverse Workforce

A diverse workforce is the human resource requirement associated with successful continuous quality improvement initiatives. A diverse workforce is one in which the contributions of each member -- faculty, staff, or administrator-- are respected and valued as an institution’s most important asset. Such a workforce is able to synthesize a variety of perspectives and processes for the successful completion of projects.

A crucial factor in the recruitment and retention of a diverse workforce is the development of managers and supervisors within the staff and faculty who have the skills to recruit, manage, and mentor diverse populations. Managing diversity within the workplace means creating an environment where each faculty and staff member is empowered to contribute to the work of the unit, being sensitive and alert to the interactions among and between faculty and staff, and articulating clear expectations about behaviors in the workplace. Effective mentoring in a multicultural setting involves offering opportunities for faculty and staff to learn about diverse people and cultures. It means understanding different learning styles and approaches to problem solving. Most importantly, however, mentoring in a diverse workplace requires a provision for appropriate feedback to those being supervised about the contribution of their work and behavior.

Future success in recruiting and retaining a diverse workforce depends significantly on the University’s success in implementing "family friendly" and inclusive policies and programs. For example, recent commitments to expanded childcare programs provide a much-needed service and send a positive message to the community. Efforts such as these need to be enhanced or introduced.
Diversity goal 3 supports Strategic Plan Goals 1, 3, 4, and 7.

University Goal 1: LEARNING—Provide an outstanding and relevant learning environment, consistent with a national university of choice.
University Goal 3: SIZE AND COMPOSITION—Achieve the best size and blend for our educational programs, which includes a diverse student body, faculty, and staff.
University Goal 4: ENRICHMENT—Be the residential campus that provides a sense of diverse community and student experiences that develop the whole person.
University Goal 7: IMAGE—Build our reputation beyond the borders of Michigan and the Midwest such that Michigan Tech becomes a national university of choice.

Strategies

Action PlanSpecific ActionMetricResponsible UnitsTimetable
    200220062008
Strategy

3.1

Establish an endowment that will be used to hire minority faculty into tenure track positions whenever departments find outstanding candidates, even if there is no immediate open position. The endowment should provide funds for this position until another position in the same area becomes vacant. Candidates could be identified through networking, from visiting scholars/lecturers, and minority post-docs, etc. (see Strategy 3.4).$s raised; Endowments; Secured; # of visiting scholarsProvost; President; Board of Control; Provost should provide funds until endowment established; Raise funds from industry and private donors.+2

Enough
money
to
support
these
positions

 

+4+8
Strategy

3.3

Bring to campus diverse professionals with the goal of encouraging them to stay, using programs outlined in Strategies 3.1 and 3.2.     
 Develop a semester – or year-long – faculty exchange/visiting scholars program with partner schools and use faculty networks to identify additional potential faculty candidates. Bring scholars to Michigan Tech by using unfilled position money. Ideally, support the faculty member and one of his/her graduate students.  2/year2/year2/year
 Encourage departments to hire minorities and women for sabbatical leave replacements. The Provost and Dean each supply 1/2 of the replacement’s salary. Deans; Provost1/3 of sabbatical leave positions

 

1/3 of sabbatical leave positions

 

1/3 of sabbatical leave positions

 

 Provide PhD funding for students at other universities with the agreement they will come to MTU for their first years (3-5) of teaching. Deans; Provost1/3 of sabbatical leave positions

 

1/3 of sabbatical leave positions

 

1/3 of sabbatical leave positions

 

Strategy

3.4

Develop a postdoctoral program with the potential to lead to tenure track positions for underrepresented Ph.D.’s, funded annually through the University. The postdoctoral positions will be reserved for Ph.D.’s who are underrepresented in their discipline and are interested in an academic position at Michigan Tech. Each postdoctoral fellow must be assigned a senior faculty mentor to help prepare the individual candidate for a successful academic career at Michigan Tech.

 

The postdoctoral fellows may subsequently apply for regular tenure-track positions, regardless of whether or not there is an open position at the end of the post-doc appointment. (See strategy 3.1) A funding scheme to support these appointments should be developed and implemented by the Provost’s Office and Deans. (A similar program could be developed for the professional development of Ph.D. candidates.).		 Provost;
Graduate Dean; Chairs; Faculty; 4 post-docs		4

 

4

 

4

 

Strategy

3.5

Establish an endowed chair position for minority faculty in engineering and sciences. Deans;
Chairs;
1 endowed chair each 2 years		1

 

1

 

1

 

Strategy

3.6

Develop and implement a University-wide mentoring program for new faculty, with special emphasis on the challenges to women and minorities. Provost, Deans and Chairs100% imple-mented

 

100%

 

100%

 

Strategy

3.7

Accelerate the introduction of "family friendly" and inclusive policies and programs, expanded reward systems, and personal and professional development opportunities that impact the diversity goals. Deans; Chairs; Human Resources; President; Advancement;
MTU Child Care Board		100%

 

100%

 

100%

 

 Increase recruitment potential by working to accommodate faculty and staff partners through networking within and outside of the University. Michigan Tech recognizes that many faculty hires may have partners with professional careers who are seeking employment opportunities. Departments should work with Human Resources and other divisions of the University to coordinate efforts to employ partners.     
 Establish an on campus, full-service, childcare center for Michigan Tech faculty, staff, and students. The existence of such a center can help aid in the transformation of Michigan Tech culture to a more family friendly, welcoming environment and help attract women, minorities, and non-traditional students, staff, and faculty.     
 Review and recommend policy changes and additions that impact diversity goals.     
Strategy

3.8

Design and implement a consistent, equitable action plan for Chairs and Deans to follow when encouraging valuable departing faculty to stay at the University. Provost100%

 

100%

 

100%

 

Strategy

3.9

Continue support of multicultural performances and forums that are vital for providing a quality of life supportive of recruitment and retention of faculty and staff.     

Recruit and Retain a Diverse Student Body

To enroll a diverse student population, the University must draw on the full range of talent in our state, nation, and world. Michigan Tech’s strong pre-college program infrastructure provides a unique opportunity to help improve student academic preparation while significantly increasing the number of students who make extended visits to campus. In addition, the University’s commitment to improving student retention and leadership skills will help attract and keep a diverse student body. These current programs that support recruitment, and the academic, personal, and professional growth of students must be maintained, enhanced, and promoted. New strategies must also be implemented that focus on the recruitment of a more diverse student body. The Diversity Framework goal 4 supports the aggressive Strategic Plan Goals 2, 3, 4, and 7, and is indirectly related to Goal 1.

University Goal 1: LEARNING—Provide an outstanding and relevant learning environment, consistent with a national university of choice.
University Goal 2: SCHOLARSHIP—Expand our scholarship and research activities, sustaining successful existing programs while pursuing new endeavors in carefully targeted areas.
University Goal 3: SIZE AND COMPOSITION—Achieve the best size and blend for our educational programs, which includes a diverse student body, faculty, and staff.
University Goal 4: ENRICHMENT—Be the residential campus that provides a sense of diverse community and student experiences that develop the whole person..
University Goal 7: IMAGE—Build our reputation beyond the borders of Michigan and the Midwest such that Michigan Tech becomes a national university of choice.

Strategies

Action PlanSpecific ActionMetricResponsible UnitsTimetable
    200220062008
Strategy 4.1The University will support diversity-focused pre-college programs to increase the undergraduate applicant pool.# of studentsAcademic units; Provost; EdOpp   
 The University must commit an annual general fund base budget to help support the Women in Engineering (WIE) Explorations in Engineering (EIE) and Minority College Access Programs (MCAP). The University will build a stronger relationship with industry to help financially support additional outreach to students and teachers.Quality of students; Quality of programs

 

Provost$50,000$100,000$150,000
 Increase academic unit participation in and quality of pre-college programs that increase underrepresented undergraduate applications. Supplements to SSE budgets of participating academic departments working with the Department of Educational Opportunity need to be provided.Gen Fund DollarsAcademic units; EdOpp   
 University service, education, and scholarly activities associated with pre-college programs should be encouraged and recognized by the Chairs, Deans, and Provost in Promotion and Tenure proceedings, as well as in merit raise determination.# academic units participating; # units to recognize pre-college serviceChairs; Deans; Provost80% of academic units100% of academic units100% of academic units
 Admissions must aggressively follow-up with pre-college program participants# student campus visits; # follow-ups coordinatedEnrollment; Management; Provost20%100%100%
Strategy 4.2The University will support diversity-focused undergraduate recruitment by:     
 Promoting majors that would attract underrepresented students7, in addition to those in the College of EngineeringMeet targets set in goal 1Provost020%100%
 Ensuring that all Admissions representatives have diversity awareness training# additional students enrolledAcademic units; Provost; AdmissionsCurrentCurrent + 10%Current + 20%
 Supporting aggressive recruitment and then increasing follow up activities by academic units with all underrepresented applicants who are accepted# of applicants contactedAcademic units10%50%75%
Strategy 4.3The University will increase and broaden off campus recruitment activities.     
 Establish and fund a Student Recruiter Program that utilizes currently enrolled students who will return to their hometowns to talk in schools, churches and youth groups about their experiences at Michigan Tech.# of

presentations/ or # people attending

Admissions; EdOppDesignFully functionalFully functional
 Establish and fund an Alumni Recruitment Network utilizing MTU minority and female graduates who will talk in schools, churches and youth groups as well as to teachers, employers and civic leaders in their communities.Same as AboveAdmissions; Alumni Rel.; EdOpp; AlumniDesignPilots running

 

Fully functional
 Establish and fund a satellite Hispanic recruiter located in a target population area and work collaboratively with Educational Opportunity. AdmissionsIdentifyFull Part.; Eval. 
 Participate in Michigan, Wisconsin, Minnesota and Illinois conferences, programs and workshops targeted for underrepresented groups. All Areas; Admissions; Academic unitsDev.lists; Establish contactsFully activeFull part.
 “Adopt” a consortium of schools from which we heavily recruit their top 20% of students. EdOpp; AdmissionsDev. strategiesEval.Fully active
 Establish working relationships with targeted institutions in key countries of Europe, South and Central America, and the Pacific Rim with the objective of developing exchange programs for students and faculty.# programs; SSE BudgetAcad. Units; EdOpp   
 Support the Center for International Education’s goal of providing 15% of the Michigan Tech student population opportunities to participate in international exchange programs.# programsProvost; Ctr. for Internat’l Ed.   
Strategy 4.4The University will support diversity programs coordinated by Educational Opportunity, especially programs that help introduce all students to diverse perspectives (see 2.2). In addition, the university should develop an academic diversity studies minor with the College of Arts and Sciences expanding on courses such as World Cultures, Languages, Cultural Diversity in the Literature of the Americas, Culture, Science and Technology, etc.% of students participatingProvost; Ed Opp




Dean; Sci &Arts; Provost		Current budget


1

5

Develop		current + 50% incr

2

10%		Double current budget

5

15%
Strategy 4.5The University will support the Excelling in Science and Engineering Learning (ExSEL) program, ExSEL coordinator and ExSEL faculty.Positions fundedProvost¾ ExSEL Coord.

 

ExSEL coord;
½ faculty

 

ExSEL coord;
½ faculty ExSEL Sec’y
Strategy 4.6In order to recruit potential graduate students the University must:     
 Establish at least two regular visits per year by one faculty member and the MTU MultiEthnic Outreach Coordinator to increase recruitment efforts at Southern University, Florida A & M University, Prairie View University, the University of Puerto Rico, and other identified/selected universities.No. of visitsProvost and Graduate Dean; Dept. chairs; Deans255
 Explore partnerships with Tribal Colleges and Universities.Contact & visitsOutreach Coordinator DeansContacts made2 visits5 visits
 Work to ensure that Graduate Education for Minorities (GEM) corporate members refer potential graduate students to Michigan Tech.Corp. members contactedGraduate Dean166-8
 Provide a Historically Black Colleges and Universities (HBCU) or other historically minority universities incentive pool to support campus visits by potential graduate students and faculty, and for graduate student stipends.Visits and stipendsProvost and Graduate Dean135
 Work with MTU faculty to identify key contacts at selected Midwestern universities who would refer potential underrepresented graduate students to Michigan Tech.# of MTU faculty providing contactsDepartment Heads; Graduate Dean; Ed Opp10% more than current number40% more than current number100% more than current number
Strategy 4.7The University will strengthen and promote scholarship opportunities for undergraduate students from underrepresented groups.Quality of campaign% requests including a diversity component 30%

 

50%

 

75%

 

 Develop a campaign to publicize the available scholarship opportunities. University Relations; VP Marketing   
 Redefine current available scholarship programs with clearly stated criteria that is understandable to the prospective student and their family. Financial Aid; Admissions   
 Aggressively solicit private scholarship funds for diversity candidates as part of all University and departments’ funding requests to corporations and other external agencies.Dollars solicitedAdvancement; Fin Aid   
Strategy 4.8The University will aggressively promote diversity through media and printed material.  Establish planIncrease by 25%Increase by 50%
 Establish an advertising campaign designed to promote the image of the University in media that is targeted to underrepresented groups.# of media hitsUniversity Relations; VP for Marketing   
 Continue to produce and fund University recruiting materials brochure/web presence that promotes Michigan Tech and highlights information to recruit underrepresented students.# brochures distributedAdmissions; University Relations; Ed OppReview all existing

 

Include a presence/
statement of commit-ment		 
 Review and assess College/department literature for quality and sensitivity to underrepresented groups. In addition to our academic quality, such literature could emphasize the array of cultural activities that do take place on campus and the safety of our location.# hitsPCD; University Relations   
 Produce brochures that highlight Michigan Tech’s efforts to recruit and retain a diverse student body (underrepresented students, international students, female students, etc.) , promote diversity and to enrich our university environment.Distribution to all corp. recruiters & schoolsCorp. Services, Career Center   
Strategy 4.9The University must maintain support for student and faculty/ staff attendance at national professional organizations’ conferences for underrepresented groups such as NSBE (National Society of Black Engineers), SHPE (Society of Hispanic Professional Engineers), and AISES

(American Indian Science and Engineering Society) conferences.

# of students/staff Faculty supportedProvost; Advancement Provost; Colleges; Schools; EdOppDev. planCurrent + 50% increase in fundsDouble current support
Strategy 4.11The University will continue sponsoring an undergraduate symposium to highlight undergraduate research, student projects, Enterprise and conference experiences.# of students participatingDeans; Dept. Chairs; Facultycurrentcurrent + 25% part.Current + 50% part.
Strategy 4.12The University will apply to and (if selected) participate in national professional outreach and support initiatives such as the National Action Council for Minorities in Engineering, Inc. (NACME) Partners program.Scholarship funds rec’dEd Opp; Academic departments; COEAppl. madeCont. part.Cont. part.
Strategy 4.13The University and the individual academic departments will recruit underrepresented faculty and determine other ways to provide minority/female role models for all students.SEE GOAL 3; # applications;
Reg. Use of the dir.		 25%

 

100%

 

100%

 

 Academic departments will participate annually in the Visiting Women/Minority Scholar and Lecturers Series. Dept. chairs   
 Appropriate directories of female and minority doctoral candidates for use in the faculty recruitment process will be provided. Dept. chairs   
 Initiate aggressive networking to identify diversity candidates Dept. chairs; Deans   
Strategy 4.14All academic areas will work with the Center for Teaching, Learning, and Faculty Development to schedule one or two workshops per year for faculty and graduate students on diversity issues in the changing classroom and teaching techniques in a diverse environment.# faculty, GTAs attendingCTLFD, schools, colleges06-12/ yr.

 

6-12/ yr.

 

Diversify University Leadership and Coordinate Organizational Change Needed to Support Diversity Goals

A diverse University leadership and a well-managed and coordinated organizational structure are vital to support the recruitment and retention of a diverse University community. Women and minorities must be a contributing force in all aspects of decision-making and leadership, at all levels of the University. The current Presidential Commissions and the Special Assistant to the Provost for Institutional Diversity position provide important means of communicating the ideas and concerns of female and minority students, faculty, and staff, and other underrepresented groups. In addition, ways to assure that this information is incorporated at all levels of planning need to be developed. Discussions and planning at every level within the University must include a consistent, clear diversity perspective. The Diversity Framework goal 5 supports the Strategic Plan Goals 5 and 7.

University Goal 5: ADMINISTRATION—Provide an optimized administrative framework with sound physical, technological, and financial resources that ware consistent with a national university of choice.
University Goal 7: IMAGE—Build our reputation beyond the borders of Michigan and the Midwest such that Michigan Tech becomes a national university of choice.

Strategies

Strategy 5.1

Job descriptions for administrative positions (including those of chair and president) should include language regarding enhancement of diversity in their unit and progress toward implementing the University Diversity Framework. Salary considerations and reappointment must be based on progress toward University diversity metrics. Demonstrated skills in managing diversity as a standard qualification for all leadership positions should be required.

 

Each unit must develop its own metrics and be judged on the quality and achievement of their metrics.

Increase in no. and % of minorities/ women

Increase in #/% of minorities & women who apply and interview for tenure-track faculty/staff positions, hired, promoted, and retained in tenure-track and staff positions Increased # of minority/women speakers, visitors, post-docs, and grad and undergrad students

Board of Control, President and all levels of administration plus faculty, staff, Human Resources

100% account-ability; job descrip-tions by 2004

100%; judge-ment by 2006

100%25% of total new faculty hires at the Univ. are minorities and women

Strategy 5.2

Extend advertising for all administrative positions, including middle-level positions to geographic areas that could provide a more diverse candidate pool. Searches must have minorities and females in the candidate pool. (See Strategy 3.2)

# diverse candidate pools

Provost; Human Resources; All admin.

50% comp-liance

100% comp-liance

100% comp-liance

Strategy 5.3

Expand and strengthen the Commission on Diversity by adding representatives from the upper administration. (See Strategy 2.5)

Expansion of PCD

President’s Office; PCD

Periodic review

  

Strategy 5.4

Carefully select and plan interactive diversity workshops for administration and the Board of Control. Workshops must be required for all administrators including the President, Provost, and Deans and their participation made known to faculty and staff. (An interactive workshop successful in industry that is modified for a technical university would be most appropriate.) The goal of the workshops is to change the culture across campus. After the workshops, participants should recognize the challenges minority faculty, females, staff, students and other underrepresented groups encounter at a technological university that others do not face.

Part. in workshop

Board of Control; President; Provost; Human Resources

One imple-mented each year

One imple-mented each year

One imple-mented each year

Strategy 5.5

Ensure diverse representation on search committees and provide committees with clear information about expectations regarding candidates’ skills in managing diversity. (See Strategy 3.2 and 5.1) (Care must be taken not to overwork minority faculty and staff on search committees and to ensure faculty get full credit for work on search committees during tenure, promotion, and salary considerations and staff obtain full credit during evaluation and salary adjustments.)

Div. of Comm.

President; Provost; All administrators

50% comp-liance

100% comp-liance

100% comp-liance

Strategy 5.6

Assure that leadership and input from the Educational Opportunity Department, the Commissions/Councils, and the Special Assistant to the Provost for Institutional Diversity are part of the decision-making process at the upper administration level.

Meetings/ year

Upper administration

Annual

  

Strategy 5.7

Strengthen the linkages/communication between the academic departments and the Senate; and the academic support, educational enrichment and University-related programming initiatives coordinated through the Department of Educational Opportunity and the Commissions/Council.

Communication ongoing

EdOpp; Dept. chairs; Deans; Senate

Annual

  

Strategy 5.8

Over the next five years, the University must institute the necessary organizational realignments, systems of accountability, resource mobilization, and allocation strategies necessary to ensure realization of the University’s diversity goals.

 

President; Provost; VP's

  

Realign-ment, system of account-ability and resource mobil-ization comp-letion

Summary Statement

Diversity must be approached like any other valued aspect of an academic community – with an intentional plan to achieve our goals. It is imperative that Michigan Tech acts to change and to resist the entropy of comfort and sameness. While focusing on recruitment, retention and development of a welcoming, supportive environment, our future curricula transformation must also reflect the view of a multicultural campus community. The Diversity Framework provides a comprehensive approach to creating a genuinely diverse community where our values, celebrations, and traditions mirror the different perspectives and identities of our students, staff and faculty.

Michigan Technological University is an equal opportunity educational institution/equal opportunity employer.

Institutional Diversity

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Fax: 906-487-4818

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