This report details measurable progress toward the five goals outlined in Carleton’s Community Plan for Inclusion, Diversity, and Equity during the 2022–23 academic year.


CapacityRepresentationResourcesEngagementMeasurable Improvement


Goal 1: Capacity

Build the institutional capacity, resources, and dedicated leadership required to engage in the work of inclusion, diversity, and equity broadly, including implementing and sustaining the IDE Strategic Plan.

Progress:

  • Dina Zavala was hired as Carleton’s inaugural vice president for inclusion, equity, and community (VPIEC); the next steps of staffing are underway, as Zavala hires additional staff. The President’s Cabinet has committed the ongoing funding for this department and continued elements of funding for special initiatives are likely to come through future budget planning and fundraising. With the development of this department, the Community, Equity, Diversity, and Inclusion (CEDI) leadership board has transitioned to serve in an advisory role to the VPIEC. 
  • CEDI coordinated anti-bias racial education through department and work group conversations about inclusion. The VPIEC will work with CEDI and other campus partners on next stages of education.
  • Several departments participated in IDE training specific to their work. Security Services engaged the Tazel Institute in IDE training specific to the work of security staff. Campus Services held an all department IDE training and identified action steps to improve inclusive meeting, language, and communications. 
  • The Division of Student Life audited Carleton’s current efforts toward anti-bias racial education for students and benchmarked similar efforts at peer institutions. Based on this data, the division aims to have a finalized proposal for how to implement anti-bias racial education for students by January 2024. 
  • The Office of the Provost shared a draft equity analysis template with department chairs and the Education and Curriculum Committee, and after receiving feedback, is now revising the existing annual report template to cover more reporting on equity. This work will help inform strategies to address disparities in curriculum structure that may hinder student progression through major/minor requirements and capacity of current faculty to deliver curricular offerings that reflect and support a robust commitment to the values of IDE.
  • The Office of the Provost also met with offices reporting to the provost (e.g. the Gould Library, Information Technology Services (ITS), Center for Community and Civic Engagement (CCCE), Off Campus Studies (OCS), the Registrar’s Office, the director of the arts), to discuss how progress toward equity could be measured in their work. 
  • Thanks to the initiative of the faculty president, the President’s Cabinet has been working on documenting the shared governance process. This is a continuing project that will require further discussion in 2023–24.
  • A working group was formed to review Carleton’s Community Concern Form (CCF) process. The group completed its evaluation and reported findings to the President’s Cabinet in August. Based on recommendations from the report, the CCF website will be updated with current procedures to ensure greater transparency. 
  • The Division of Student Life researched how to expand equity-minded and inclusive decision-making training for student leaders—including CSA leadership, student organization leaders, peer leaders, and athletic captains. The process facilitators for this goal have collected enough data and suggestions to submit recommendations, along with some possible action items. They will submit a final report by the end of Winter Term 2024.
  • The Division of Communications is nearing completion of a months-long revision of its editorial style guide, which establishes standards for official college publications and marketing materials. The updated style guide was developed with an IDE lens, and reflects current thinking on issues of inclusion, diversity, and equity, and emphasizes honoring individual preferences when communicating about personal identities
  • To help establish a formal presence and identity for the new Division of Inclusion, Equity, and Community, a website and logo were created for the division. 
  • The Division of External Relations developed an IDE resource library as a personal and professional growth resource for its staff. 
  • All alumni volunteer leadership boards completed the Intercultural Development Inventory, equity assessments, and related work to identify the differences that make a difference in our work and our goal to be inclusive. 
  • Diversity of key volunteer and leadership groups for the College is a stated goal, and the Carleton alumni body is 15% non-majority, though the ten most recent graduating classes are 29% non-majority. Current representation of the three volunteer groups noted in the IDE plan are:
    • Board of Trustees – 29% BIPOC
    • Parents Advisory Council – 40% BIPOC (based on identity of their student)
    • Alumni Council – 48% BIPOC
  • The work of the Division of External Relations has assisted donors with allocating their gifts toward IDE priorities. As of September 2023, gifts for new IDE purposes total over $18 million, including:
    • Alumni and parent donors to the annual fund continued to respond positively to the option to designate their gifts to support the College’s commitment to IDE, the Multicultural Alumni Network Fellows program, and expanding financial aid.
    • The Class of 1972 Get Started Fund to incoming first-year students in their transition to Carleton.  
    • The Class of 1973 established the Stay the Course Fund to remove barriers posed to students with limited financial resources.
    • The Carleton Ataraxis Grant Program to use as a discretionary assistance fund for students in need.
    • The Carleton Cupboard, which provides food to students impacted by food insecurity during academic breaks.
  • Linda Ginzer ’74 and James Ginzer ’73 established the Student Accessibility Fund to support student access through the removal of barriers encountered by students with permanent or long-term disabilities.

Goal 2: Representation

Significantly increase representation of students, faculty, and staff on campus from underrepresented populations.

Progress:

  • The Office of Admissions established a strategic partnership with College Possible Minnesota to recruit, enroll, and matriculate first-generation, low-income, and underrepresented students from the local Twin Cities area. The partnership includes support by College Possible staff working in collaboration with the Dean of Students Office to ensure the retention and success of College Possible students at Carleton, and providing the students with direct engagement with the Office of Student Financial Aid to ensure Carleton remains financially accessible.
  • Human Resources and the Division of Communications worked together to overhaul the Human Resources website in support of the college’s employee recruitment goals. 
  • Human Resources implemented new candidate sourcing organizations with a focus on attracting underrepresented candidates
  • To support employee retention, Human Resources adopted current exit, stay, and candidate experience interview practices to be more attuned to equity and inclusivity.
  • Human Resources and the President’s Cabinet have updated the FlexWork policy to support recruitment and retention efforts.
  • Using an IDE lens, Human Resources has built the first of many supervisor training sessions to help standardize the employee experience.
  • In an effort to build community among incoming faculty, the Office of the Provost has developed a new cohort mentoring model for new full-time faculty, including visiting professors. The program assigns each cohort two senior faculty members as co-mentors and is designed to give faculty the tools to create their own networks. This program aims to build on the natural group dynamics that arise among newly hired faculty, and to facilitate mentoring maps and strategic outreach across the institution. The program will be assessed at different points in the year, including an early assessment in December 2023 and again at the end of the 2023–24 academic year. 
  • Staff within the Division of Student Life met regularly with campus partners during the 2022–23 academic year to discuss how existing programs such as TRIO, FOCUS, Posse, CUBE, etc., could be expanded or partner with other organizations focused on underrepresented populations in Minnesota and nationally. They determined that with increased institutional support, it is possible to expand current TRIO services and are currently working on a proposal and budget for this project.
  • To ensure the Office of International Student Life is properly staffed and funded to provide ongoing support to international students from all backgrounds, the Division of Student Life hired an assistant director for the Office of International Student Life (ISL), reconsidered expenses in the Office’s budget, and identified additional funding to support International Student Orientation each year. As part of the Student Life and Housing Plan, ISL will relocate to a new office which will allow for more space and storage. Carleton is also building a Multicultural Center, a space where international and domestic students will be able to gather for cross-cultural sharing
  • The College launched a comprehensive market research project in the fall of 2022 to gain insights into Carleton’s awareness and positioning relative to its peers and among key demographics that traditionally have been underrepresented in our community, including Black and Latine students. The study concluded in spring 2023, and the results are informing recruitment and marketing strategies that support Carleton’s goal of becoming a more diverse campus.    
  • The Office of the Provost and Division of Communications worked to create a new website that aims to support the recruitment of new faculty from underrepresented backgrounds.
  • Alumni Relations facilitated the fifth Multicultural Alumni Network Gathering in fall 2022, bringing students and alumni together to celebrate and reflect, in collaboration with the Office of Intercultural Life.
  • Alumni Relations restarted the Carleton Young Alumni (C’YA) initiative, engaging a diverse group of young alumni throughout the year through events, volunteer opportunities, and individual visits.

Goal 3: Resources

Establish and sustain the resources and practices necessary to provide an equitable environment for all students, staff, and faculty to thrive.

Progress:

  • The Vice President and Treasurer’s Office collaborated with Facilities Management, the Division of Student Life, and other stakeholders to bring the Student Life and Housing Plan to fruition. This project includes new and more equitable housing options for students; multicultural programming space; and new, dedicated spaces for the Student Health and Counseling Center, the Office of Accessibility Resources, International Student Life, and the Gender and Sexuality Center. Construction is underway on phase 1 of the plan, which includes student townhomes on Lilac Hill and Union Street, as well as the Multicultural Center and Black Student Center. Funding for the project was secured through support from donors as well as a debt issuance. 
  • The Financial Aid Working Group submitted a report and recommendations in March 2023 to the President’s Cabinet and college community. The report reviewed Carleton’s current approach to funding students’ financial aid packages and recommended changes to loan expectations and student employment. The report also included recommendations from the Student Work Experience Subcommittee.
  • A white paper authored by members of the Office of Student Financial Aid, the Dean of Students Office, and Auxiliary Services was drafted regarding textbook affordability. The recommendations were submitted to the President’s Cabinet in April 2023. In September, the Dean of Students notified qualifying students of a new process to purchase textbooks with charges applied to their student account.
  • The Vice President and Treasurer’s Office, in collaboration with others, examined student fee structures with a focus on academic fees and presented a report to the President’s Cabinet regarding music lesson fees. Cabinet is considering how to best address music lesson fees in alignment with the strategic direction.
  • The Division of Student Life researched the practices of 11 peer institutions to learn how other liberal arts colleges approach first-year transitions. After exploring various options for new or revised structures beyond New Student Week to aid in the successful transition to college for new students, staff shared recommendations with the vice president for student life and dean of students in June 2023.
  • The Division of Student Life developed action items to begin working toward the goal of ensuring that the spaces used for student multicultural groups honor and support the range of different student identities on campus. Contacts were made to investigate potential spaces in the Weitz Center for Creativity, Gould Library, and various locations within Sayles-Hill Campus Center, in addition to new spaces like the Black Student Center and the Multicultural Center. Additionally, initial planning is underway for how to capture artifacts from buildings that are coming down as part of the Student Life and Housing Plan.
  • A sub-committee appointed by President Byerly to examine the issue of student employment submitted a report and recommendations to the Financial Aid Working Group in December 2022. After careful research and consideration of data, the group recommended that Carleton increase resources to support the student work experience; prioritize equitable outcomes for students in their campus work experiences; introduce a tiered wage structure; and address the campus culture surrounding student work, especially in dining services. These recommendations have been included in the Carleton 2033 strategic direction. 
  • Human Resources revamped the new employee orientation process to include a review of the IDE Plan and provide information about accessing current support resources.
  • Human Resources researched and recommended a replacement Ombudsperson model, which is under review with the VPIEC.

Goal 4: Engagement

Integrate and sustain engagement with the principles of IDE, including the full diversity of perspectives, experiences, and intellectual contributions of historically underrepresented voices.

Progress:

  • To ensure our commitment to IDE is integrated at each stage of the hiring process, the Office of the Provost now provides a required workshop for hiring departments on inclusive hiring practices. The workshop has been held three times and has been continuously refined based on feedback from participants. Each search chair is also asked to talk about their recruitment plan for their position and ways to broaden the applicant pool. During the hiring process, every candidate is asked about their experience in supporting an increasingly diverse student body.
  • Carleton’s commitment to IDE principles has been added to the Human Resources recruitment and selection process.
  • After considering a variety of ways to understand candidate experience, the Office of the Provost is exploring how the VPIEC could contribute to faculty hiring and evaluating the candidate experience. The evaluation process should be considerate of maintaining candidates’ anonymity while still providing an honest review of a candidate’s experience through the search process.
  • During winter term 2023, staff within the Division of Student Life met with CEDI to gather a list of existing infrastructures for antiracism work in the form of dialogue, current events, and resources. Based on the list, staff have decided to focus on the return of the Winter dialogue convocation program for Winter Term 2024. 
  • The Education and Curriculum Committee spent the 2022–23 academic year reviewing and revising the Institutional Learning Outcomes (ILO). Initially, the committee discussed various possible iterations of an intercultural competence ILO, but then decided also to revise each ILO to offer the faculty two options: one based on the original ILO and one that added a IDE framework. The committee created drafts for three of the six, determined that some of the others should be reformulated as institutional values, and began discussing the relationship between ILOs and other graduation requirements. During the 2023–24 academic year, the ECC hopes to present the faculty with these two options for them to vote on. 
  • The Office of the Provost successfully hired a new director for Africana studies and a new tenured joint hire between Africana studies and sociology/anthropology. The provost is also encouraging other interdisciplinary programs to pursue joint hires for searches during the 2024–25 academic year.
  • Work has continued in strengthening Carleton’s commitment to Africana studies and to Indigenous studies. A tenure-track line was approved for Indigenous studies going into 2022–23, and although that search was unsuccessful, it has been converted to a postdoc position for the academic year 2024–2025 with a goal of recruiting someone into the tenure track position later. During the summer of 2023, faculty members Michael McNally and Meredith McCoy, Christopher Tassava and Ariel Butler from the Grants Office, Marcy Averill from the CCCE, along with the provost, submitted a proposal to the Mellon Humanities for All Times program to work toward a minor in Indigenous studies
  • The Division of Communications has worked to diversify the pool of freelance writers, photographers, and artists who contribute their creative talents to the college’s publications and marketing materials. A particular emphasis has been placed on increasing diverse perspectives in the Carleton College Voice alumni magazine.

Goal 5: Measurable Improvement

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.

Progress:

  • Various committee co-chairs and President’s Cabinet members have been routinely meeting with established governance committees, faculty, staff, and students to provide IDE-related progress updates on their searches and initiatives already in progress.
  • The Division of Student Life moved forward with studying other institutions’ efforts to measure cultural competency, and researching reputable assessment tools that could be implemented at Carleton.
  • Regular communication about IDE-related issues are shared with the Carleton community through Carleton Today, a weekly all-campus newsletter developed by the Division of Communications in partnership with the President’s Office and the President’s Cabinet.
  • The Division of Communications and Division of External Relations continue to promote IDE-related news in communications with external audiences, including alumni and parent constituencies.