Connie Williams, Ph.D. - Business Assessment Specialist / Austin Area TABPHE President Marcus Jackson, M.S. Ed. - Director, Academic Planning and Evaluation Department Presented at the Texas Association of Black Personnel in Higher Education’s 41 st Annual State Conference San Antonio, Texas March 6, 2015

“An evaluation based on qualitative and quantitative information about the status of diversity within an organization.”

To examine equality, diversity, and inclusion strategy, culture, systems and procedures against a framework, in order to identify which aspects are working well, which are challenge areas, and which areas need to be examined in more detail.

To “establish the basis of specific and practical equality, diversity and inclusion action plans and strategies.”

 To determine the effectiveness of diversity recruiting and retention efforts  To measure the value of diversity training  To survey employees about the success of diversity initiatives

 Diversity audits reveal existing gaps between what is being done and what the organization should do, in terms of diversity.  Can be used as the basis for action planning.

Decide on External or Internal Initial Approach Pros Pros Experience/ Expertise Institutional knowledge Objectivity Invested stakeholders More timelyConvenience More resources Less expensive Quality feedback Adaptability There is also the option to combine both approaches

Establish a Clear Structure  Enables the auditor to assess with consistency how different groups, different units, and different locations experience the same issue.  Helps establish the questions to ask in the audit.

MOSAIC Model (produced by business consultants Pearn Kandola)  Helps assess the effectiveness on equality, diversity and inclusion issues including:  How objectively the institution’s procedures are followed  How skilled managers are perceived to be in managing equality, diversity and inclusion  Has been rigorously tested  Can be used to develop an audit framework

MOSAIC Model  M ission & Values  O bjective and Fair Processes  S killed Workforce  A ctive Flexibility  I ndividual Focus  C ulture that Empowers

Diversity Value Index (DVI) Framework (produced by Diversity Executive, Human Capital Media)  Aims to assess the real impact of diversity on institutional/ organizational transformation and business outcomes.  A rigorous and transparent benchmarking initiative designed to provide actionable intelligence that institutions and organizations need to:  Establish strategy  Evaluate investments in diversity and inclusion  Garner support from stakeholders

Diversity Value Index (DVI) Framework The DVI Framework model consists of 7 components, which work together to create value through innovation and continuous improvement. The core elements work through the outer components, pushing the institution toward diversity and inclusion goals, while creating a solid and comprehensive framework for examining diversity.

Establish Criteria (i.e. Standards) for a Diverse Organization

 Support for diversity from top management  Managers held accountable for hiring, coaching and promoting diverse employees  Diversity included in the organizational mission and/or value statements  Diversity included in the organization’s planning process  Representation of diverse people in all levels of the organization, the board, and in advertising/ publications  Human capital programs that aid in the recruitment, support, and retention of a diverse workforce

 Effective diversity training that is ongoing, required for all levels of employees, and routinely updated and assessed for effectiveness  Supplier diversity programs  Corporate social responsibility programs that contribute resources to a range of causes that benefit diversity groups of people  Evidence that the organization is inclusive (i.e. diversity is connected to the main mission of the organization)

Consider the Institution’s Levels of Culture

43,300 students 10 major campuses 140 teaching locations 83 instructional depts. 541 full-time faculty 1340 adjunct faculty 261 programs/awards

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 Internal approach  Created Black & Latino Clearinghouse Information Gathering Template  Gathered information for ACC’s template  Gathered and analyzed other institutional resources – Qualitative and Quantitative  Evaluation methods – Identification of appropriate approaches  Meta-analysis and reporting

Purpose: To know what we already have in place Template for gathering information to help us examine and evaluate the College Why Black and Latino? Aligns with our SSI & AtD endeavors Institutional data indicate that these are the student populations most in need As TABPHE, it’s our focus Can be a tool / resource for students

 ACC Mission and Vision  Achieving the Dream Longitudinal Tracking Report (2013)  Cultural Competence Workgroup Survey  CCWG 3-Year Plan/Strategies  SSI/Success Equity Quarterly Report  Community College Survey of Student Engagement (CCSSE)  Academic Master Plan for “Diversity & Inclusion”

 ACC’s College Access Programs efforts  Professional Development opportunities  Diversity in academic curricula  General Education Competencies and other Educational Outcomes  Undoing Racism Workshop - qualitative data from debriefing session  Focus group data  Institutional Fact Book  Instructional and Academic Support Units’ intensive program review templates  Institutional grants  Community partnerships

Integrate all data into a broad, coherent picture  Looking for:  consistently emerging themes  contradictions (e.g. between perceptions and experiences  differences between grades, employee groups, functions, etc.  Comparing information, cross checking the validity of our conclusions.

1. Meta-analysis of institutional data 2. Identify areas of strength, weakness and opportunity 3. Create a report for President and the College 4. Meet with President to present information

Eventual Goal: Gather similar information from all institutions in our area and begin area-wide:  Consolidation of information to benefit all area institutions, including comparison of institutions’ information  Collaborative approach to addressing shared problems and challenges  Support for each other’s endeavors  Sharing of best practices

 What’s appropriate for your institution?  Internal or External?  Who should coordinate and conduct a diversity audit for optimum results?  What structure, model or framework?  What are the most useful (combination of) tools to use?  What criteria will you establish to examine and evaluate the institution?  Determine information you need, and from whom  What are your sources of qualitative & quantitative data?  Who will you survey, interview or invite to focus groups?  How will you analyze/ evaluate the data?  What will be done with the information?  How will it be used to support all stakeholders to further diversity in the institution?

Connie Williams, Ph.D. Business Assessment Specialist President, Austin Area TABPHE Marcus W. Jackson, M.S. Ed. Director of Academic Planning and Evaluation