4 key components of a strong DEI plan

Diversity, equity, and inclusion (DEI) are top-of-mind priorities for higher education leaders facing a uniquely difficult 2020 climate. The effects of the pandemic and subsequent economic downturn mixed with reinvigorated outrage over racial injustice and a contentious presidential election add urgency to demonstrate effective institutional DEI responses.

Generation Z deeply values accountability and transparency, and students are no longer satisfied with empty statements and vague promises. This makes it more pivotal than ever for leaders to craft and implement concrete DEI plans. We reviewed over 40 DEI plans across the U.S., Canada, Australia, and the U.K. to better understand how campuses are demonstrating real work and commitment to DEI. EAB identified four key components of strong DEI plans that are actionable and compelling.

1. Define a campus-specific DEI vision and vocabulary

Without proper framing, some stakeholders may be confused or uncomfortable discussing DEI strategy. To maximize effectiveness, campus leaders must define why DEI work is important and key terms to understand before introducing strategic goals. A clear vision and common vocabulary are integral to making DEI plans feel both accessible and personal.

For example, the University of Alberta’s Strategic Plan for Equity, Diversity, and Inclusivity defines eight key terms before outlining the institution’s strategic goals. Defining terms like, “equity,” “diversity,” and “inclusion” ensures campus stakeholders are on the same page and can continue to communicate about DEI with a consistent vocabulary in the future. Alternatively, Southern New Hampshire University’s plan makes the distinction between “diversity,” “equity,” and “inclusion” clear by breaking out each strategic commitment into diversity-, equity-, and inclusion-specific objectives. This underscores that diversity, equity, and inclusion are distinct objectives that shouldn’t be used interchangeably.

2. Create achievable goals by defining specific action items

Including pointed action items for each strategic goal ensures that goals are achievable. These types of goals are often referred to as “SMART” goals – specific, measurable, action-oriented, results-oriented, and timebound. The University of Toledo’s Strategic Plan for Diversity, Inclusion and Equity matches action items to each of its strategies.

For example, to “develop institutional structures that support student retention and graduation initiatives, including efforts to reduce equity gaps, for underrepresented students” the institution will take four actions:

1. Establish a University-level Retention Committee (URC) and College-level Retention Committees (CRC) for each college
2. Create Provost’s Office Student Advisory Committee
3. Develop Student Success Web Page in the Office of the Provost to communicate major student success initiatives, standing committees, etc.
4. Create and charge an Underrepresented Minority (URM) Advisory Committee tasked with advising the University-level Retention Committee and supporting College-level Retention Committees as well as institutional efforts to improve access, retention and graduation for Underrepresented Minority students

For each action, the plan defines responsible units, units of measurement, and expected timeline. These components clarify the path to goal achievement by defining who will work on them, when actions will be completed, and how success will be measured.

3. Facilitate follow-through by building in accountability measures