Diversity and Inclusion: The Case of Ferris State University

1. Diversity and Inclusion: The Case of Ferris State University David Pilgrim Vice President for Diversity and Inclusion 311 Timme Center 591-3946 www.ferris.edu/diversity

2. Woodbridge Nathan Ferris • In 1884, Woodbridge Ferris established the Big Rapids Industrial School, later renamed Ferris Industrial School (about 1885), Ferris Institute (about 1898), Ferris State College (1963), then Ferris State University (1987). • He served as president of Ferris until his death in 1928. • Governor 1913-1917US Senator 1922-1928 • Politician, educator, visionary, phrenologist (Oh my goodness!)

3. All, All, All,All, All,All… “The mission is …to make the world better.” • "My plea in Michigan -- and it will be my plea to the last breath I draw, and the last word I speak -- is education for all children, all men, and all women of Michigan, all the people in all our states all the time."

6. The (Sheltered) Hub of the Nation Big Rapids, Michigan is • 2,345 miles east of San Francisco (34 hours by car); • 810 miles west of Harlem, New York (13 hours by car); • 1,550 miles north of Miami, Florida (24 ½ hours by car). • 6 miles south of Paris, Michigan (10 minutes by car). • 5,322 miles north of Rio de Janeiro Not sure how long it takes…

7. Table 1: Comparative Student Enrollment by Race/Ethnic Origin* * Data regarding the ethnic and racial identities of Ferris State University students obtained from the FSU Fact Book. Table updated Fall 2013.**Note: Changes in IPEDS race and ethnicity categories per federal mandate for Fall 2009

8. Table 2: Ferris State University - Full Time Workforce* *Data collected November 1st of each year. Information obtained from Human Resources.

12. http://www.ferris.edu/diversity/ http://www.facebook.com/pages/Ferris-State-Diversity-and-Inclusion-Office/119012878152393 The Office of Diversity (now the Office of Diversity and Inclusion) was created in January 2007. It was created, in part, as a response to criticism that the University was not committed to diversity.

13. Ferris Definition of Diversity “Diversity is the range of human differences, including but not limited to race, ethnicity, gender, gender identity, sexual orientation, age, social class, physical ability or attributes, religious or ethical values system, national origin, and political beliefs.”

14. Ferris Definition of Inclusion “Inclusion is involvement and empowerment, where the inherent worth and dignity of all people are recognized. An inclusive university promotes and sustains a sense of belonging; it values and practices respect for the talents, beliefs, backgrounds, and ways of living of its members.”

15. Goals of the First Ferris Diversity Plan • Create a university that is welcoming to diverse populations. • Recruit, retain, and graduate a diverse student population. • Hire and retain a diverse workforce. • Create environments for student learning that are inclusive of and sensitive to a diverse student population.

16. New Diversity Plan Ibis (formerly Ibis Consulting Group) and their partner Creative Diversity Solutions will be conducting a diversity audit of the University. This audit will begin in September 2014, and will conclude by the end of the Spring semester 2015. The audit will consist of interviews, focus groups, a climate survey, and a review of University data. The chief purpose of the audit is to lay the foundation for the creation of a new diversity plan that includes practical action steps and ways to measure sustained results.

17. Random Lessons Learned on the Job • Everybody has opinions about diversity. • Diversity and diversity initiatives need a champion and champions. • Diversity related progress is often pull-your-hair-out slow, but sometimes incremental progress is better. • In order for diversity to become mainstreamed, it must show up in the official paper, especially the core values, mission, vision, and strategic plan. • Change is seen by some as a referendum and critique of current people and practices. • Diversity is easier than inclusion.

18. More Lessons • There is often a struggle between political expediency and “doing what is right.” • Employees know when leaders are not serious about diversity. • New initiatives cost money. • There will be conflicts, and these conflicts can benefit an institution—ditto with mistakes. • Not every battle is about principles, but some are. • It is difficult to be a facilitator and activist. • Sometimes it is easier to do diversity and not talk about it. • There must be buy-in, the broader the better, but you can get work done with a small number of people.

19. Resources • Diversity at Ferris http://www.ferris.edu/HTMLS/administration/president/DiversityOffice/pdf/DiversityatFerris2012report.pdf • Faculty-Staff Diversity Mini-grants http://www.ferris.edu/HTMLS/administration/president/DiversityOffice/OnCampus.htm • A Seat At The Table http://www.ferris.edu/HTMLS/administration/president/DiversityOffice/newsletters/July2014.pdf • Facebook https://www.facebook.com/FerrisStateDiversityandInclusionOffice

20. Final Thoughts “In any situation where it takes courage to speak, there is something wrong with the situation, not the speaker.” “The activist is not the man who says the river is dirty. The activist is the man who cleans the river.” ~ H. Ross Perot