I. Overview        4

Goals for Diversity, Equity, and Inclusion        4

Vision for Information & Technology Services        4

II. Implementation Highlights & Planning Process Used        5

Year One Implementation Summary        5

Planning Process for Year Two        6

III. Data Analysis: Key Findings        6

Staff Climate Survey        6

Post-Training Surveys        6

Service Inclusivity Survey        7

Demographic Analysis        7

IV. Strategic Objectives, Measures of Success and Action Plans        8

A. Recruitment, Retention and Development        8

B. Education and Scholarship        8

C. Promoting an Equitable and Inclusive Community        8

D. Service        8

V. Goal-related Metrics        9

University-wide and ITS metrics        9

VI. Action Planning Tables with Details and Accountabilities        10

A. Recruitment, Retention and Development        10

B. Education and Scholarship        11

C. Promoting an Equitable and Inclusive Community        12

D. Service        13

VII.  Supporting, Tracking and Updating the Strategic Plan        14

I. Overview

At the University of Michigan, our dedication to academic excellence for the public good is inseparable from our commitment to diversity, equity, and inclusion. It is central to our mission as an educational institution to ensure that each member of our community has full opportunity to thrive in our environment, for we believe that diversity, equity, and inclusion are key to individual flourishing, educational excellence, and the advancement of knowledge.

Goals for Diversity, Equity, and Inclusion


We commit to increasing diversity, which is expressed in myriad forms, including race and ethnicity, gender and gender identity, sexual orientation, socioeconomic status, language, culture, national origin, religious commitments, age, disability status, and political perspective.


We commit to working actively to challenge and respond to bias, harassment, and discrimination. We are committed to a policy of equal opportunity for all persons and do not discriminate on the basis of race, color, national origin, age, marital status, sex, sexual orientation, gender identity, gender expression, disability, religion, height, weight, or veteran status.


We commit to pursuing deliberate efforts to ensure that our campus is a place where differences are welcomed, different perspectives are respectfully heard, and where every individual feels a sense of belonging and inclusion. We know that by building a critical mass of diverse groups on campus and creating a vibrant climate of inclusiveness, we can more effectively leverage the resources of diversity to advance our collective capabilities.

Vision for Information & Technology Services

We commit to diversity, equity and inclusion as a means to flourish individually, excel professionally, and advance knowledge in information technology at U-M. We will accomplish this by fostering a climate rooted in mutual respect, drawing on intellectual strength, and producing innovative solutions from the synergy of our people.

II. Implementation Highlights & Planning Process Used

Year One Implementation Summary

ITS stands behind the University of Michigan’s commitment to diversity, equity, and inclusion—because we cannot be excellent without being diverse, and because it’s the right thing to do.

With over 40 staff volunteers and multiple planning committees, ITS made significant strides to accomplish its goals during the first implementation year of its unique strategic plan (publicly available at its.umich.edu/dei). We also learned a great deal about our staff and our workplace climate, and how our collaboration will lead to collective success. The work we are doing reflects our values to:

The ITS plan is part of the 51 unit plans that are the core of “Many Voices, Our Michigan,” the university’s Five-Year Strategic Plan for Diversity, Equity & Inclusion. The ITS plan includes highly detailed action items that correspond to four overarching domains: Education and scholarship, Recruitment, retention and development, Promoting an equitable and inclusive community, and Service.

Our main objective during the first year was to build staff awareness about our DEI strategic plan, and to highlight the business case for a diverse, equitable, and inclusive community. We did so through regular communication and through an all-staff open house in November 2017, attended by 174 staff across three ITS work locations. The revolving event presented an overview of U-M’s commitment, a short educational session about stereotyping, as well as open dialog about ITS’s strategic plan.

Another area of focus was to educate ourselves about key DEI issues. We developed original curriculum and made an effort to reach as many staff areas as possible through 16 training sessions. The sessions were attended by nearly 200 ITS and several non-ITS staff members in multiple locations where ITS staff do their work. The courses included Unconscious Bias, Social Identity, Everyday Prejudice, Becoming an Ally, and "____ Lives Matter". All sessions were a combination of lecture, discussion, and small group activities dedicated to understanding perspectives and unique challenges faced by various groups. The coming year's curriculum will be aligned with the U-M DEI Lifelong Learning model.

In the first year, ITS also made a concerted effort to hire and retain diverse staff and staff who value diversity. We completed a detailed gap analysis of our current recruitment, hiring, and professional development processes in which we identified several key areas for improvement:

We have completed initial research to support these areas, and the process of developing, implementing, and evaluating them has started and will continue through our five-year DEI strategic plan.

Planning Process for Year Two

ITS is beginning its second year of its five-year strategic plan for diversity, equity and inclusion with the knowledge that, working together as a community, we are making a difference.

The committee reviewed the results from the All-Staff Climate survey looking for any possible gaps between staff responses to the survey and year-one action items. In particular, we looked for any input from staff that was not addressed at all in the current plan. The committee also ensured that what was in the plan still holds true.  We are staying focused on the same strategic objectives and measurable action items set from year one.  

Planning for year two was led by the ITS implementation committee for DEI, a group of 10 staff members representing every ITS area.

DEI Implementation Committee for FY19

  • Jane Berliss-Vincent
  • Ken Caldwell
  • Camille Cooper
  • Nedine Hunter-DuPree
  • Lynne Ertel
  • Dana Fair
  • Rick Getchell
  • Monica Hickson
  • Diane Jones (Sponsor)
  • Jeanne Mackey
  • Matt Martin
  • Susan McDowell
  • Karen Sloan
  • Kari Tant
  • Dima Tawakkol

III. Data Analysis: Key Findings

Staff Climate Survey

ITS, like all other units, received, reviewed, and shared the staff climate survey with the Executive Directors (ED) and all staff.  Further details were provided by division to each ED to get better understanding of their organization’s current state.  As previously stated the review of the data did not reveal any gaps or missed action items that required further changes year two action items.

Post-Training Surveys

ITS piloted 16 training sessions that includes seven unique courses covering different DEI concepts and ideas. The Education and Scholarship sub-committee utilized post-training evaluations to determine whether or not the training courses were effective in raising participants’ awareness of the DEI concepts and addressing their learning needs. The evaluation results were used to identify areas for improvement for year two curriculum Implementation and  rollout. With over 160 responses analyzed and categorized, the sub-committee validated that the pilot training met the initial goals for DEI education and awareness.

Service Inclusivity Survey

For the Service domain, the subcommittee developed and implemented a survey regarding the equity and inclusivity of ITS services. The data collected was summarized, and recommendations were made to ITS service managers.

For Year Two, ITS will consider how best to survey and assess the effectiveness of Training and Education and Service efforts in relationship to proposed goals that came from Staff Climate Survey assessments.

Demographic Analysis

Our community is comprised of more males (64% male) than females. Minority and Average Age did not see significant changes. For year two, we will keep a close eye on these trends to identify andy major changes that might need further review and analysis.

ITS Employee Profile (As of November 2017)

As of Nov.


Female (%)

Male (%)

Minority (%)

Avg. Age

Avg. Years of Service















ITS Trends by Race/Ethnicity Demographics (As of November 2017)







American Indian or Alaska Native












Black or African American






Hispanic or Latino






Two or More
























IV. Strategic Objectives, Measures of Success and Action Plans

ITS is comprised entirely of staff who are the main constituency of this plan. Except where specified, the plan pertains to all ITS staff. Our Staff supported by senior leadership has identified a limited number of strategic objectives to further university-wide goals for DEI. These have been aggregated into four domains determined by the university. Each of these strategic objectives is accompanied by success measures that will be tracked over time, as well as descriptions of single- and, in some cases, multiple-year actions ITS will take to accomplish those objectives.

Below are the high-level, five-year strategic objectives for each of the four domains (A-D), agreed to by the ITS DEI committee based on the data and recommendations collected and, the analysis performed in this process.

A. Recruitment, Retention and Development

B. Education and Scholarship

C. Promoting an Equitable and Inclusive Community

D. Service

*All strategic objectives and related actions will be pursued in accordance with the law and university policy.

V. Goal-related Metrics

University-wide and ITS metrics

This section describes the metrics to be provided to ITS in the first release of the DEI Metrics report for tracking at the unit level. ITS will adopt these measures and track them across time to demonstrate the impact of the DEI strategies and actions on them.

Data on demographic composition and climate survey indicators are provided for all units in the annual DEI Metrics reports that are provided to unit leadership and their designees. Initial climate survey data were collected campuswide during Years 1 and 2, and will be included in the first release of the DEI Metrics report; these data will once again be collected in Year 5.

The categories of metrics are organized by constituency and are as follows:

Demographic Composition

Climate Survey Indicator

  • Headcount
  • Race/ethnicity
  • Sex
  • Age (Generation cohort)
  • Satisfaction with climate/environment in work unit
  • Assessment of semantic aspects of the general climate in work unit
  • Assessment of semantic aspects of the DEI climate in work unit
  • Feeling valued in work unit
  • Feeling of belongingness in work unit
  • Assessment of work unit commitment to diversity, equity, and inclusion
  • Perceptions of equal opportunity for success in work unit
  • Feeling able to perform up to full potential in work unit
  • Feelings of professional growth in work unit
  • Feelings of discrimination in work unit

VI. Action Planning Tables with Details and Accountabilities

A. Recruitment, Retention and Development

Strategic Objective

Measures of Success

Detailed Actions Planned

Group/Persons Accountable

A1. Enhance career path development and advancement opportunities.

Promote a UM ITS staff development philosophy as a valued component of a successful DEI culture by creating a communication plan to better inform all employees of existing programs and make it easier to find educational resources.

Ensure that all supervisors have an up to date  job description (roles, responsibilities, requirements, competencies, etc,) for each type of position they manage that can be shared with staff for use in development discussion and career pathing.

A1.1 Develop, communicate, and implement guidelines for ITS staff that outline specific expectations for annual participation in career development activities each year (building on the existing U-M Staff Development Philosophy).

ITS - Human Resources

Conduct research, benchmarking, and evaluation of various professional development programs on Campus and recommend one for ITS with costs.

Design a framework  for a Professional Development Program.

A1.2 Evaluate professional development planning options for ITS that support an environment in which all employees are enabled to perform to the best of their abilities and to find growth, enrichment, and/or mentoring in their career.

ITS - Human Resources

A2. Cultivate an inclusive and diverse applicant pool in an effort to attract and maintain a diverse staff population.

Communicate and rollout the enhancements to the ITS recruitment and hiring process.

Build a public ITS Recruitment web page that showcases our focus on DEI in order to to attract diverse applicants.

Broaden and improve outreach efforts to increase diverse candidates.

A2.1 Strengthen the ITS Hiring and Selection process by expanding and requiring existing training for those involved in hiring to ensure consistent use of guidelines and understanding of the importance of creating a diverse pool of applicants. Revise ITS Hiring Process guidelines to represent diverse perspectives,roles and needs.

ITS - Human Resources

Identify and begin tracking data points to monitor the effectiveness of the enhancements to the ITS recruitment and hiring process.

A2.2 Evaluate hiring practices (including the selection of hiring teams) and demographic trends in qualified applicant pools, interview pools, and selected candidates. Recommend change to the process that may better support ITS commitment to a diverse workforce.

ITS - Human Resources

B. Education and Scholarship

Strategic Objective

Measures of Success

Detailed Actions Planned

Group/Persons Accountable

B1. Invest in and build cultural competency.

Include open-ended questions about DEI understanding and workplace skills in performance evaluations for all staff members.

B1.1 Increase expectation that understanding DEI issues and gaining workplace skills to use that knowledge is part of ITS Staff development.

ITS - Organization Development

Implement the ITS DEI training curriculum and train 50–60% of ITS staff.

B1.2 Identify training curriculum for ITS employees to develop skills related to DEI (e.g., unconscious bias, bystander intervention skills, facilitating dialog, etc.)

ITS - Organization Development

C. Promoting an Equitable and Inclusive Community

Strategic Objective

Measures of Success

Detailed Actions Planned

Group/Persons Accountable

C1. Promote and raise awareness of ITS’s commitment to DEI.

Administer an all-staff survey to assess staff knowledge about our DEI commitment and how they can get involved

C1.1 Increase awareness of ITS commitment to DEI, components of the five-year plan, progress toward the action items, and the outcomes measured as a result.

ITS - DEI Committee and Subcommittees

Continue to provide timely communications to all staff to promote DEI-related events and activities.

C1.2 Assess that ITS staff are connecting specific DEI events to the larger ITS and university DEI efforts. Encourage supervisors and managers to promote events and allow staff the flexibility to attend.

ITS - DEI Committee and Subcommittees

C2. Enhance the ITS culture and workplace through events, communication, and employee engagement.

Engage each ITS area, working with them to plan/host one DEI activity for all of ITS.

C2.1 Encourage each ITS team, group, or area to hold at least one DEI activity, as recommended by the ITS committee, to raise awareness of DEI issues.

ITS - DEI Committee and Subcommittees

Create and implement a process/method to collect DEI-related feedback from ITS staff.

C2.2 Create a channel to collect and evaluate anonymous requests from ITS staff and campus to improve access or inclusivity, paying particular attention to the accessibility and inclusivity of ITS facilities, technology, and information (e.g., gender-neutral bathrooms).

Take action to improve, if possible, at least three DEI-related facility or technology issues affecting ITS staff.

ITS - DEI Committee and Subcommittees

C3. Develop means for resolving conflicts and providing all staff members with opportunities for education and training related to conflict resolution

Periodically review conflict resolution resources to ensure they are up-to-date.

C3.1 Maintain a list of local resources for conflict resolution education and training across U-M.

Executive Director for Administration

Poll staff members to determine whether they are aware of U-M policies and resources for conflict resolution.

C3.2 Communicate conflict resolution policies, processes, and procedures to all ITS staff.

D. Service

Strategic Objective

Measures of Success

Detailed Actions Planned

Group/Persons Accountable

D1. Enhance foundation to provide accessibility to all faculty, staff and students

Prioritize and implement at least three of the six recommendations From year-one report across ITS.

D1.1 Determine specific gaps in service delivery related to accessibility, make recommendations to those areas inside ITS that are most effectively positioned to address gaps, and track as possible the status of outcomes to recommendations.

Executive Director for Applications

Send survey in FY19, collect and analyse data.

D1.2  Obtain additional data regarding equity and inclusivity of ITS services via planned surveys and focus groups. Compile and  analysis over time and compare results against the Year 1 report and then identify and prioritize  recommendations for implementation.

Executive Director for Applications

D2. Commit to helping the university better understand DEI as it relates to computing and IT.

Identify up to three ITS services where the application of universal design principles would improve quality. Draft recommendations for those identified services.

D2.1 Recommend, advise, and facilitate DEI best practices in IT, and develop a means to convey this information to schools, colleges, and units on the Ann Arbor, Dearborn, and Flint campuses and Michigan Medicine.

Executive Director for Applications

D3. Build in DEI principles as a foundation for the service delivery model.

Publish a list of guiding principles for ITS and campus IT service providers. Draft promotional messages for service providers to be used across campus. 

D3.1 Explore how best to implement the ITS Guiding Principles developed in Year 1 in both in-house product development and in selecting and acquiring products from third-party vendors.

Executive Director for Applicat

VII.  Supporting, Tracking and Updating the Strategic Plan

Diane Jones, executive director of ITS Administration, is the key contact for stewardship of the ITS plan in FY19 with support of the ITS executive leadership team. She will be assisted by the ITS DEI committee in tracking and supporting the plan’s implementation.

The DEI committee will present a status report on progress on the plan to Diane Jones as the sponsor and senior staff in March 2019. In addition, they will present a final review and evaluation of Year Two Success measures and accomplishments against the plan by September 2019. Year Three recommendations will be discussed by ITS senior staff and the ITS committee for DEI beginning by May 2019 (or earlier, if budget implications need to be included in the FY20 budget discussions).

In early 2018, ITS received data from the 2017 U-M All Staff Climate Survey on Diversity, Equity and Inclusion. ITS DEI Committee reviewed and analyze this data to identify areas of improvement in this DEI strategic plan. The data reassured us that the plan in place is on the right path and is moving in the right direction of improving ITS culture.

        Version: Final 2019        Page