The associate dean for diversity is formallyresponsible for all aspects of strategy relatedto diversity, inclusion, and belonging. In addition, the senior director of human resources, associate dean for faculty affairs,and associate dean for student services are responsible for specific aspects of diversityand inclusion strategy for staff, faculty,and students, respectively. These latterofficials have specific compliance obligations related to diversity — e.g., affirmativeaction reporting, annual student diversity reporting to the Association of Schoolsand Programs of Public Health (ASPPH)
— and to meeting Title IX requirements (some but not all of which would fall underthe category of inclusion). The associate dean for diversity has authority over the Office of Diversity and Inclusion (ODI),which is a stand-alone office of the School that serves all constituents and is responsible for many of the tactics that support its strategic priorities.There are four staff in the ODI, which has a modest operatingbudget funded by the Dean’s Office. The associate dean for diversity also worksas a collaborator to support the strategic efforts to improve diversity and inclusion of the offices of Human Resources, Faculty Affairs, and Student Services,but has no specific authority over thoseoffices. Accountability has been largelyaccomplished through reporting and transparency. ODI gathers and reports data,including a recent climate survey, which are disseminated and made available on its website; a data dashboard provides trackingdata as well.The dean and associate dean for diversity host diversity and inclusion town halls to update the community on policies and programs and identify newpriorities,successes,and failures.As noted,each constituent group also has reporting requirements to the University and outsideagencies.The School as a whole (across allgroups) is held accountable for diversity efforts through the accreditation process,which is currently underway with theCouncil on Education in Public Health.
This practice is an example of assigning top-level leadership responsibility fordiversity, inclusion, and belonging workto a faculty member and of constructing strong faculty-staff partnerships to advancediversity, inclusion, and belonging work.