From Conceptualization to Implementation: Making the Case for a Chief Diversity Officer
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From Conceptualization to Implementation: Making the Case for a Chief Diversity Officer Jeanne Arnold, MSW, Ed.D. Grand Valley State University Vice President for Inclusion and Equity [email protected] (616) 331-3296 Marlene Kowalski-Braun, MS Grand Valley State University Women’s Center Director [email protected] (616) 331-2748 A Place Where Doors are Open and All Voices are Heard
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Jeanne Arnold, MSW, Ed.D. Grand Valley State University Vice President for Inclusion and Equity [email protected] (616) 331-3296 Marlene Kowalski-Braun, MS Grand Valley State University Women’s Center Director [email protected] (616) 331-2748 - PowerPoint PPT Presentation
Transcript of From Conceptualization to Implementation: Making the Case for a Chief Diversity Officer
From Conceptualization to Implementation: Making the Case for a Chief Diversity Officer
Jeanne Arnold, MSW, Ed.D.Grand Valley State University
Vice President for Inclusion and [email protected]
(616) 331-3296
Marlene Kowalski-Braun, MSGrand Valley State University
Women’s Center [email protected]
(616) 331-2748
A Place Where Doors are Open and All Voices are Heard
CHIEF DIVERSITY OFFICER (CDO)
definition…
A growing trend in higher education to formalize
diversity/inclusion/equity as institutionalcommitments and to centralize
responsibility fordiversity efforts. This person has direct
access tothe president/chancellor or provost. (Williams & Wade-Golden, 2007)
Changing demographics of colleges and universities (students, faculty and staff)
Working to fulfill missions of creating global citizens, aware of the world, civic minded
Workforce demanding cultural competence
Response to bias incidents and other tensions around diversity
Why create a CDO position?
Current research on the CDO
Should report to the president or senior academic officer of the institution, be involved with all aspects of affirmative action, and involved in creating equity and learning models around diversity.
Senior leadership should create a position where the CDO works with ALL to enhance diversity from bottom up, top down, and across the institution.
Must provide CDO with both symbolic and material resources to encourage the change process. This means that the person needs a title (to show connected power to president or provost) and a healthy budget (to partner, start initiatives and influence change).
(Williams & Wade-Golden, 2007)
Telling Your Story
Models
Position Paper or Proposal
Tools
Telling Your Story
What are the institutional mission, vision, and values? Do they speak to the need for a CDO?
How does diversity data make a case? Recruitment/retention numbers for students/faculty/staff, demographics of the campus, climate study?
Have there been critical incidents that reflect the climate of the campus? Bias incidents, campus unrest, the creation of new organizations, etc.
What functions are not being served currently or being done well? Affirmative action, training, ombuds, etc.
Relationship between CDO and Other Strategic Diversity Capabilities
Learning and Diversity
Affirmative Action and Equity Multicultural
(Williams & Wade-Golden, 2007)
Models for building a CDO position
THREE Archetypes of CDO Vertical Structure
Collaborative Officer Model
Unit-Based Model
Portfolio Divisional Model
(Williams & Wade-Golden, 2007)
Percentage of CDOs Across the three Archeptypes of Vertical Structures
45%
38%
17%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
% of CDOs
Collaborative Model
Unit-Based Model
Portfolio DivisionalModel
(Williams & Wade-Golden, 2007)
Position Paper OR Proposal(considerations for content)
o Introduction (who is the writer or writing team?)Mission, vision, valuesPresidential quotesAAC&U Statement of Liberal Learning, 1998
o Operational frameworks (i.e. define diversity)o Current realityo Summary of research/diversity datao Critical incidents of significance/anecdotal storieso How the CDO position improves the campus
Cite research on the role of the CDOo CDO position description/examples of work at
universityo Budget and staffing
Tools for recruitment
Convey Depth of Commitment to diversityLeadership for the searchTitleMarketing the positionRole of a search firm
Relationships with CandidatesBefore the interviewsDuring the interviews
Post-hire ConsiderationsRelocation logisticsAcclimation to campus (welcome receptions)Introductions to off-campus communityOffice location and support
Tools for implementation
“The First 100+ Days”
Learning about the history of diversity initiatives
Introductions to the campus and larger community
Quick wins/low-hanging fruit
GVSU example…
Campus Events
Students/Alumni
Governance Groups
Off CampusCommunity
Individuals(faculty/staff)
AdvocacyGroups
VP for Inc.and Equity
Working Towards a Plan
Growing Individual Relationships
Meeting with Groups
Small Changes;Building the Division
Strategic Plan
Conclusion
Unanswered questions?
Resources
Evaluation
Thank you
