1. Leadership, Diversity and Inclusive Excellence Executive Leadership Academy June 9, 2015 Carlos N. Medina, Ed.D. Chief Diversity Officer and Senior Associate Vice Chancellor Office of Diversity, Equity and Inclusion State University of New York

2. Enriches the educational experience Promotes personal growth—and a healthy society Strengthens communities and the workplace Enhances U.S.’s economic competitiveness The Importance of Diversity and Inclusive Excellence

3. What research says on Diversity Diversity jolts us into cognitive action in ways that homogeneity simply does not. People work harder in diverse environments both cognitively and socially. o Hard work can lead to better outcomes. Creativity and innovation are more likely to spring from diverse rather than from identical groups. Collective accuracy = average accuracy + diversity o The reason: the diverse groups get stuck less often than the smart individuals, who tended to think similarly. 1. Phillips, Katherine W. (2014). “How Diversity Makes us Smarter.” Scientific American, 311(4). 2. Dreifus, Claudia. (2008, January 8). A Conversation with Scott E.: In Professor’s Model Diversity = Productivity. The New York Times. http://www.nytimes.com

4. MISSION Climate and Intergroup Relations Access and Success Education and Scholarship Institutional Viability And Vitality A Diversity Framework for Higher Education GLOBAL CONTEXTLOCAL CONTEXT Smith, Daryl G. 2009. Diversity’s Promise for Higher Education. The John Hopkins University Press.

5. Williams & Clowney (2007) Three Models of Organizational Diversity Capabilities in Higher Education

6. Compliant Multicultural Inclusive Metzler, 2001 Monocultural

8. 1.Legal and political dynamics 2.Changing demographics 3.Emergence of a knowledge economy 4.Persistent societal inequities 5.Access alone is not enough Strategic Pressures for Change: A Context for Diversity

9. Diversity & Continuous Improvement Implementing Strategies Affecting University Growth Campus Climate Student Success Employment Equity/Faculty and Staff Administrative Leadership

10. Changing Demographics Source: U.S. Census Bureau: State and County QuickFacts. Data derived from Population Estimates, American Community Survey, Census of Population and Housing, State and County Housing Unit Estimates, County Business Patterns, Nonemployer Statistics, Economic Census, Survey of Business Owners, Building Permits

11. Changing Demographics Demand Greater Focus on Under-Represented Populations Population Increase, Ages 0-24, (in millions) Percentage Increase, Ages 0-24, (percentage) Note: Projected Population Growth, Ages 0-24, 2010-2050 Source: National Population Projections, U.S. Census Bureau. Released 2008; NCHEMS, Adding It Up, 2007

12. SUNY’s Student Diversity, 2014

13. SUNY’s Faculty Diversity, 2014

14. SUNY Excels ACCESSCOMPLETIONSUCCESSINQUIRYENGAGEMENT 1. Full Enrollment Picture 5. Completions9. SUNY Advantage (Applied Learning, Multi-Cultural Experiences, Student Supports) 11. Total Sponsored Activity 14. START-UP New York and beyond (businesses started / jobs created) 2. NYS Citizens Served by SUNY 6. Student Achievement / Success (SAM) 10. Financial Literacy12. Course in SIRIS that include hands- on research, entrepreneurship, etc. 15. Alumni / Philanthropic Support 3. Diversity*7. Graduation Rates13. Scholarship, Diversity and Innovation 16. Civic Engagement 4. Capacity – programs and courses 8. Time to Degree17. Economic Impact *Note that while Diversity is explicitly identified as a metric in Access, working with the Diversity Task Force, SUNY will identify and track inclusive excellence across metrics in all five priority areas.

15. 1.undergraduate and graduate recruitment, admissions, retention and graduation; 2.recruitment, retention, and support of diverse faculty, staff, and administrators; 3.welcoming System/campus environment; and 4.structure and reporting relationships of diversity officers/offices. Diversity Task Force The SUNY Diversity Task Force will guide the development of policies to inform SUNY’s efforts to increase diversity among students, faculty, and staff. Examine all relevant data; review best practices; review existing system-wide initiatives; discuss challenges; and identify strategies that could be supported by policy in four areas:

16. Diversity Task Force Recommendations The Diversity Officer and Program Standards 1.Installation of Chief Diversity Officers no later than Fall 2016 2.Senior Leadership “Hires” demonstrate competencies re: diversity 3.Cultural competence training for current members of the senior leadership, faculty and staff – including admissions staff– in all SUNY 4.Development of a Campus Climate Report Card template to capture faculty, staff and student survey data 5.Each campus will address retention plans to foster diverse students across all discipline that demonstrate progress toward SUNY Excel goals and foster programs to address student transitions between programs, colleges and advanced study.

17. Diversity as a core value and not a peripheral one Building capacity to drive change Redefining talent, transforming the hiring process Framing diversity as central to the mission Reframing Diversity for the 21 st Century

19. Diversity Centered Leadership Acts as a catalyst for demonstrating commitment to diversity Encourages commitment for diversity/inclusion initiatives Acts as the primary role model for diversity/inclusion Provides support for initiatives, policies, programs, practices Invites, encourage, inspire excellence in diversity/inclusion Serves as mentor to emerging managers and supervisors Committed to respecting diverse groups of people Self aware and assured when it comes to diversity/inclusion Advocates for diversity and inclusion in all aspects of the organization’s work. Serve as an agent for change

20. The Attributes of a Diversity President Definition of Diversity Diversity Vision Diversity Commitment Diversity Knowledge Curricular Leadership Organizational Achievements Diversity Transformation Diversity Courage

21. Diversity exists; our role as leaders is to figure out how to lead the institutional transformation to tie it to our core values. Diversity requires institutional will and intentionality. Diversity success requires clearly articulated goals and action plans with benchmarks. Summary