Demonstrate our commitment to measurable improvement of IDE outcomes (retention, recruitment, achievement, thriving/belonging, and cultural competence) through data collection and analysis and transparent communication.
Objective 5.1 Establish key performance metrics in the areas of diversity, equity, and inclusion.
Strategy 5.1.1
Establish a baseline and measure and communicate progress on outcomes for student recruitment, retention, achievement, thriving and belonging, cultural competence, and program effectiveness.
- (Proposed) Responsible Party: Tuesday Group, Admissions, Provost, and Dean of Students
|
Metric |
Completion Date |
|---|---|
|
Student Recruitment: Yearly applicant total of URM* and first generation at parity with URM in national high school population; URM applications and yield at median or above compared to peer group |
Annual improvement with parity in five years |
|
Student Retention: Cohort year-to-year retention of URM and first-generation students at parity with overall retention |
Annual improvement with parity in five years |
|
Student Thriving and Belonging: Using three to five questions from COFHE survey, establish a baseline measure of thriving and belonging, tracking over time demonstrated improvement from the baseline and a decrease in differential experience between URM/NURM and first-generation students |
Annual improvement with parity in five years |
|
Student Achievement: For URM/NURM, first-generation, low-income, and other cohorts including Posse, Questbridge, TRIO; parity with overall student population in four- and six-year graduation rates and participation in high-impact experiences including off-campus studies and research |
Annual improvement with parity in five years |
|
Student Cultural Competence: Establish a baseline to measure change over time in cultural competence with an assessment tool (example: Intercultural Development Inventory [IDI]) and demonstrated improvement year over year. Track the opportunities for engagement in IDE related activities and number of participants |
TBD |
*Underrepresented minorities (URM) is used because it is broadly defined and allows for comparisons to external benchmarking. URM can be expanded as needed to meet specific Carleton goals.
Strategy 5.1.2
Establish a baseline and measure and communicate progress on outcomes for faculty recruitment, retention, achievement, thriving and belonging, cultural competence, and program effectiveness.
- (Proposed) Responsible Party: Tuesday Group, Provost, Human Resources
|
Metric |
Completion Date |
|---|---|
|
Faculty Recruitment: Establish a baseline measure of the percentage of existing URM applicants and representation on the faculty. Increase in representation to be at the median of peer group for each URM category |
Annual improvement with parity at five to seven years |
|
Faculty Retention: Measure URM/NURM retention at one, four, seven, eight years with goal of parity between URM and NURM |
Annual improvement with parity at eight to ten years |
|
Faculty Thriving and Belonging: Using three to five questions from HERI survey, establish a baseline measure of thriving and belonging, tracking over time for demonstrated improvement from the baseline and a decrease in differential experience between URM/NURM |
Annual improvement with parity at three to six years |
|
Faculty Achievement: For URM/NURM faculty, establish a baseline and measure tenure rates, election/appointment to governance/college committees, endowed professorships internal faculty grant awards |
Annual improvement with parity at five to seven years |
|
Faculty Cultural Competence: Establish a baseline to measure change over time in cultural competence with an assessment tool (example IDI) and demonstrated improvement year over year. Track |
TBD |
Strategy 5.1.3
Establish a baseline and measure and communicate progress on outcomes for staff recruitment, retention, achievement, thriving and belonging, cultural competence, and program effectiveness.
- (Proposed) Responsible Party: Tuesday Group, Human Resources
|
Metric |
Completion Date |
|---|---|
|
Staff Recruitment: Establish a baseline measure of the percentage of existing URM applicants and representation for each staff category. Increase in representation for each staff category to be at the median of peer group for each URM category. |
Annual improvement with parity at three to five years |
|
Staff Retention: Measure URM/NURM retention at one year for all staff, three to five years for nonexempt, union, and long- term exempt staff positions with goal of parity between URM and NURM |
Annual improvement with parity at three to five years |
|
Staff Thriving and Belonging: Using three to five questions from the Staff Experience survey, establish a baseline measure of thriving and belonging, tracking over |
Annual improvement with parity in three years |
|
Staff Achievement: For URM/NURM staff establish a baseline and measure promotion rates/grade level representation, grouped representation on Leadership Advisory Board and participation in governance/college committees with the goal of achieving parity |
Annual improvement with parity at four to six years |
|
Staff Cultural Competence: Establish a baseline to measure change over time in cultural competence with an assessment tool (example IDI) and demonstrate improvement year over year. Track |
TBD |
Objective 5.2 Implement a system designed to support coordination and tracking of data and inform decision making and allocation of resources committed to IDE efforts
Strategy 5.2.1
Assign clear roles to achieve the outcomes of recruitment, retention, achievement, thriving and belonging, and identify oversight group(s) who will:
- Be accountable for the outcome
- Be responsible for the work to achieve these outcomes
- Be consulted on the tactics to achieve the outcome
- Be informed about progress
- (Proposed) Responsible Party: Tuesday Group, Chief Diversity Officer
- Completion Date: TBD dependent on Chief Diversity Officer hiring
Proposed Role Structure for Responsibility, Accountability, Consulting, and Informing
|
IDE Outcomes |
Population Focus |
Responsible Unit(s) |
Accountable for Oversight |
Stakeholders for Consulting and Informing |
|---|---|---|---|---|
|
Recruitment |
Students |
Admissions |
Board–Enrollment and Admissions Committee |
AFAC, CSA, Alumni Leadership Groups |
|
Recruitment |
Faculty |
Provost, Chief Diversity Officer |
FCPC or Board–HR Committee |
Alumni Leadership Groups |
|
Recruitment |
Staff |
Human Resources, Chief Diversity Officer |
Tuesday Group, Board–HR Committee |
LAB, Alumni Leadership Groups |
|
Retention |
Students |
Dean of Students, Provost, Chief Diversity Officer |
Tuesday Group, Board–Student Life Committee |
CSA, ACSL, Admissions, Alumni Leadership Groups |
|
Retention |
Faculty |
Provost, Human Resources, Chief Diversity Officer |
Tuesday Group, Faculty Affairs Committee |
Alumni Leadership Groups |
|
Retention |
Staff |
Human Resources, Chief Diversity Officer |
Tuesday Group, Board–HR Committee |
LAB, Alumni Leadership Groups |
|
Thriving and Belonging |
Students |
Dean of Students, Provost, Chief Diversity Officer |
Tuesday Group |
CSA, Alumni Leadership Groups |
|
Thriving and Belonging |
Faculty |
Provost, Human Resources, Chief Diversity Officer |
Tuesday Group, Faculty Affairs Committee |
Alumni Leadership Groups |
|
Thriving and Belonging |
Staff |
Human Resources, Chief Diversity Officer |
Tuesday Group |
Forum, SAC, LAB, Alumni Leadership Groups |
|
Achievement |
Students |
Provost, Dean of Students |
Tuesday Group |
CSA, Alumni Leadership Groups |
|
Achievement |
Faculty |
Provost |
Tuesday Group |
Alumni Leadership Groups |
|
Achievement |
Staff |
Human Resources |
Tuesday Group |
LAB, Alumni Leadership Groups |
|
Cultural Competence |
Students |
Dean of Students, Provost, Chief Diversity Officer |
Tuesday Group |
CSA, Alumni Leadership Groups |
|
Cultural Competence |
Faculty |
Provost, Human Resources, Chief Diversity Officer |
Tuesday Group, Faculty Affairs Committee |
Alumni Leadership Groups |
|
Cultural Competence |
Staff |
Human Resources, Chief Diversity Officer |
Tuesday Group |
LAB, SAC, Forum, Alumni Leadership Groups |
Strategy 5.2.2
Establish a baseline and measure and communicate progress on outcomes for faculty recruitment, retention, achievement, thriving and belonging, cultural competence, and program effectiveness.
- (Proposed) Responsible Party: Tuesday Group, Provost, Human Resources
Strategy 5.2.3
Establish a baseline and measure and communicate progress on outcomes for staff recruitment, retention, achievement, thriving and belonging, cultural competence, and program effectiveness.
- (Proposed) Responsible Party: Tuesday Group, Provost, Human Resources
Objective 5.3 Commit to ongoing, timely dissemination of relevant data and outcomes to the broader community
Strategy 5.3.1
Ensure the ongoing and timely communication, including the development of a dashboard, of progress toward IDE outcomes to the Carleton community.
- (Proposed) Responsible Party: Chief Diversity Officer
- Process: Through partnership between Institutional Research and Assessment, the Chief Diversity Officer, Tuesday Group, and the Communications Office use existing communications channels to share IDE updates frequently, i.e., Carleton College Voice (annually), Carleton Today (regularly), and as part of the President’s Quarterly Meeting (annually), Alumni and Parent & Family newsletters (annually), IDE website (quarterly) with links sent to the entire community.
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