The Yale Diversity Summit

Report of Discussions and Recommendations

February 11-12, 2014

   

 

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I.Introduction TheYaleDiversitySummitcameaboutasaresultofacoalitionofcampusgroupsidentifyingtheneedanddesiretobringgreaterattentionandinsighttoimprovingthediversityofthefaculty,staffandadministrationatYale.ThePresidentandProvostofYaleinvitedagroupofformerandcurrenteducators,physiciansandresearchers,someofwhomareprominentYalealumni,tovisitthecampus,interviewavarietyofstakeholders,andadvisetheadministrationandfacultyofwaystoimproveontheireffortsinthisarena.TheYaleDiversitySummitVisitingCommittee(TheCommittee)convenedontheYalecampusonFebruary11and12,2014,arrivingmid‐afternoononthefirstdayandcompletingtheirmeetingswithanexitinterviewwiththePresidentandProvostby2:00p.m.thefollowingday.ChairedbyFranciscoG.Cigarroa,M.D.,analumnifellowoftheYaleCorporationandChancellorofTheUniversityofTexasSystem,theCommitteewasrepresentedbythefollowingadditionalmembers:

NancyAndrews,M.D.,Ph.D.Dean,DukeUniversitySchoolofMedicineandViceChancellorforAcademicAffairs;

EdwardM.Barksdale,Jr.,M.D.DivisionChief,PediatricSurgery,UniversityHospitals,CaseMedicalCenter:DivisionChief,GeneralandThoracicSurgery,UniversityHospital,RainbowBabiesandChildren’sHospital;

RobertJ.Birgeneau,Ph.D.FormerChancelloroftheUniversityofCalifornia,BerkeleyandProfessorofPhysics;ProfessorofMaterialsScienceandEngineering,UniversityofCalifornia,Berkeley;

MollyCarnes,M.D.,M.S.Professor,DepartmentofMedicine,PsychiatryandIndustrialandSystemsEngineering;Director,UniversityofWisconsin‐MadisonCenterforWomen'sHealthResearch;Co‐Director,WomeninScienceandEngineeringLeadershipInstitute;

EarlLewis,Ph.D.President,TheAndrewW.MellonFoundation;

GeorgeJ.Sanchez,Ph.D.ProfessorofAmericanStudiesandEthnicityandHistory;ViceDeanforDiversityandStrategicInitiatives;UniversityofSouthernCalifornia;

KurtL.Schmoke,J.D.FormerDean,HowardUniversitySchoolofLaw;VicePresidentandGeneralCounselofHowardUniversity;and

RuthSimmons,Ph.D.FormerPresident,BrownUniversity;ProfessorofComparativeLiteratureandAfricanaStudies

   

 

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TheDiversitySummitagendaincludedmeetingwithfacultydiversitycommittees,departmentchairs,deansandotherinterestedparties.Sessionswithfacultyandstaff,thougharrangedbytheOfficeoftheDeputyProvost,tookplacewithoutthepresenceofmembersoftheadministration.CommitteeMembersbegantheirvisitwithareceptionwithYaleFaculty,afterwhichasmallgroupactiveindiversitymattersbriefedmembersonthegenesisoftherecommendationtoholdasummit.Similarly,onthefirstdayoftheSummit,PresidentPeterSaloveyandProvostBenPolakheldanorientationdinnerfortheCommittee.Onthesecondday,committeemembersdividedintotwogroupswithonegroupmeetingwithfacultyandadministratorsontheCentralCampusandtheotherwithfacultyandadministrativemembersoftheSchoolofMedicine.TheCentralCampusgroupmetwithdepartmentchairs,FASDeans,andDivisionalDirectors.UponcompletionofthemeetingswithfacultyandadministratorsbothattheCentralCampusandtheSchoolofMedicine,allcommitteemembersmetwithPresidentSaloveyandProvostPolaktodiscusstheirinitialobservationsandtheirplantosubmitadraftreportwithineightweeksoftheDiversitySummit.PriortoattendingtheSummit,CommitteemembersreceivedacomprehensivebriefingbookthatincludedinformationaboutthehistoryofYale,previousdiversitypoliciesandefforts,demographicdata,andavaluablecollectionofobservationsfrom“Yaleconstituents”relatingtodiversityatYale.TheircommentsalsoincludedproposalsforprogramsandinnovationsthatmightstrengthenYale’seffortsatbothinclusionanddiversity.Theseproposalsandcommentsreflectedontenmajorthemes:childcare,climate,perceiveddifferentialtreatmentofwomenandminorities,pipelineissues,recruitment,retention,thetenureandpromotionprocess,work/lifematters,andadvicetoYale’sleadership.Thecommentswereextensive,thoughtful,andreflectiveofthedeepreservoirofconcernonthecampusabouthowtoovercomeperceivedbarrierstogreatersuccessvisavisdiversity.Yale’srootsarewellknown.ThecolonialidealofacollegeinNewHaventoadvanceandpreservethetraditionofEuropeanliberaleducationintheNewWorldhasbeentransformedovertimetothatofacomprehensiveresearchuniversitywithanexcellentliberalartscollegeatitscore.Augmentedbyoutstandingprofessionalschools,theUniversitytodayisanexceedinglycomplexinstitutionwithaninternationalscopethatattractsscholarsfromeveryregionoftheworld.ThiscomplexityaddsgreatlytothelearningexperienceandenablestheUniversitytoprepareaccomplishedleadersinmanyspheres,includingpublicservice.Havingsucceededsinceitsfoundinginbecomingexcellentinsomanyrespects,itisperhapstobeexpectedthatcampusgroupswouldinsisttodayonachievingapositionofleadershipinthedomainofdiversityandinclusion.

ThewidelyrecognizedimportanceofYaleasaninternationaluniversityistheconsequenceinpartofthemake‐upofitsextraordinarystudentpopulation,itsworldclassfacultyandresearchers,accomplishedstaffandactivealumni.TheimportanceandscopeoftheenterpriseatYaleisreflectedinthesefacts:

   

 

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Undergraduatestudents:5,379* Graduateandprofessionalstudents:6,501* Internationalstudents:2,135* Staff:9,323* Internationalscholars:2.327* Livingalumni:168,987(asofApril2012) Endowment:$19.3billion(marketvalue) OperatingBudget$2.82billion*

*Figuresforthe2012‐13academicyear.

II.DiversityatYaleSincethe1970stherehasbeenaconcertedefforttoincreasethediversityofthestudentbodyatYaleUniversityacrossitsundergraduate,graduateandprofessionalschoolswithrespecttogender,underrepresentedminoritypopulations,geographicorigin,religiousbeliefsandsocioeconomicbackgroundstonameafew.ThisimportantefforthasbeenundertakenbyYalebecauseofthegenerallyundisputedfactthatthepresenceofvariousviewpointsandexperiencesinthelearning,teachingandresearchenvironmentprovidesforabroader,morerigorousandmorebeneficialcontextforexcellentwork.Diversityandexcellencearewidelythoughttobecriticaltotheunderstandingofthecomplexityofthemodernworldwhereavarietyofpopulationgroupsroutinelyinteractacrosseconomic,social,religious,racial,genderandotherpreviousrigidboundaries.Overtime,Yale'sstudentbodyhasbecomemorediverseandthatdiversityaddsgreatlytotheexperienceofstudentsattheuniversity.Diversitymustbeinterpretedinitsbroadesttermsincludingsocioeconomicallydisadvantagedstudents.AstuitioncontinuestoriseatYale,theremustremainastrongprioritytomakeYaleaffordableforallqualifiedstudents.But,despiteYale'ssuccessinenhancingthediversityofitsstudentbody,ithasbeenlesssuccessfulinenrichingthediversityofitsfacultyandupperleveladministration.SomeatYalehaveidentifiedthisdiscrepancyasinconsistentwithYale’saspirationstopursueexcellenceacrossallareas.Whetherornotthisisthecase,theperceptionthattheUniversitylagsbehindsomeofitsmoreprominentpeersinachievingsuccessinthisareaisasourceoffrustrationand,forsome,aperceiveddeterrenttorecruitingsomeofthemostoutstandingscholarsandresearchers.TheassertionthatthecorevaluesofdiversityandinclusionareinseparablefromYale'smissionofadvancingexcellenceacrosseducation,research,healthcareandserviceandthatYaleshouldaspiretoaleadershippositioninmodelingdiversityandinclusionisasubjectofwideinterestwithintheYalecommunity.Therepresentationofminoritiesandwomenacrossthefacultiesandadministrationisamatterofrecordandisasfollows:

   

 

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FacultyHeadcountFall2013

ArtsandSciences

BlackorAfricanAmerican

AmericanIndianorAlaskanNative Asian

NativeHawaiianorOtherPacificIslander Hispanic

TwoorMoreRaces

(NotHispanicorLatino)

WhiteWhite

NotAvailable Total

GrandTotal

M F M F M F M F M F M F M F M F M F

Ladder/Tenured 10 6 1 0 19 15 1 0 8 3 0 1 301 78 11 5 351 108 459

Ladder/Term* 7 1 0 0 13 14 0 1 5 3 0 0 74 52 34 16 133 87 220

TotalLadder 17 7 1 0 32 29 1 1 13 6 0 1 375 130 45 21 484 195 679

Non‐Ladder 4 0 0 0 14 25 0 0 3 14 0 2 88 75 34 31 143 147 290

Research 1 0 0 0 36 13 0 0 3 2 1 1 71 30 22 6 134 52 186

TotalAllFaculty 22 7 1 0 82 67 1 1 19 22 1 4 534 235 101 58 761 394 1155

%LadderFacultyOnly FacultyArtSciencesDeans

Black 3.5% Male Female DeanofYaleCollege WhiteFemale

NativeAmerican 0.1% 71.3% 28.7% DeanofGraduateSchool WhiteMale

Asian 9.0% DeanSchoolEngineering&AppliedScience WhiteFemale

NativeHawaiianorPacificIslander 0.3%

Hispanic 2.8% Notes:Tenuredincludestenuredprofessorsandtenuredassociateprofessors

TwoorMoreRaces 0.1% Termincludesnon‐tenuredassociateprofessors,assistantprofessors,instructors,allconvertibleappointments,GibbsAssistantProfessorsandGibbsInstructors.White 74.4%

NotAvailable 9.7% MB&Biscountedhere.

Total 100.0%

   

 

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3.5%

0.1%

9.0%0.3%

2.8%

0.1%

74.4%

9.7%

Faculty Headcount Fall 2013 FAS

Black

Native American

Asian

Native Hawaiian or Pacific Islander

Hispanic

Two or More Races

White

Not Available

   

 

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FacultyHeadcountFall2013

AllProfessionalSchoolsexceptMedicine&Law

BlackorAfricanAmerican

AmericanIndianorAlaskanNative Asian

NativeHawaiianorOtherPacificIslander Hispanic

TwoorMoreRaces

(NotHispanicorLatino)

WhiteWhite

NotAvailable Total

GrandTotal

M F M F M F M F M F M F M F M F M F

Ladder/Tenured 2 1 0 0 8 1 0 0 0 1 0 0 51 29 1 0 62 32 94

Ladder/Term* 2 3 0 1 8 1 0 0 1 0 0 0 16 22 11 6 38 33 71

TotalLadder 4 4 0 1 16 2 0 0 1 1 0 0 67 51 12 6 100 65 165

Non‐Ladder 9 8 0 0 14 7 0 0 2 0 0 0 167 102 36 26 228 143 371

Research 0 0 0 0 3 1 0 0 0 1 0 0 6 11 3 1 12 14 26

TotalAllFaculty 13 12 0 1 33 10 0 0 3 2 0 0 240 164 51 33 340 222 562

%LadderFacultyOnly ProfessionalSchoolDeans–notcountedabove

Black 4.8% Male Female Architecture WhiteMale

NativeAmerican 0.6% 60.6% 39.4% Art WhiteMale

Asian 10.9% Divinity WhiteMale

NativeHawaiianorPacificIslander 0.0% Drama WhiteMale

Hispanic 1.2% Forestry&EnvironmentalStudies WhiteMale

TwoorMoreRaces 0.0% InstituteofSacredMusic WhiteMale

White 71.5% Law–seeLawChart WhiteMale

NotAvailable 10.9% Medicine–diversityspreadsheetfromMedicine WhiteMale

Total 100.0% Management WhiteMale

Music WhiteMale

Nursing(countedaboveasExecDeputyDean&TwoDivisionChairs) WhiteFemale

Notes:TenuredincludestenuredprofessorsandtenuredassociateprofessorsTermincludesnon‐tenuredassociateprofessors,assistantprofessors,instructors,allconvertibleappointments

   

 

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4.8%0.6%

10.9%0.0%

1.2%

0.0%

71.5%

10.9%

Faculty Headcount Fall 2013 Faculty Headcount Fall 2013All Professional Schools Except Medicine & Law

Black

Native American

Asian

Native Hawaiian or Pacific Islander

Hispanic

Two or More Races

White

Not Available

   

 

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FacultyHeadcountFall2013

SchoolofMedicine

BlackorAfricanAmerican

AmericanIndianorAlaskanNative Asian

NativeHawaiianorOtherPacificIslander Hispanic

TwoorMoreRaces

(NotHispanicorLatino)

WhiteWhite

NotAvailable Total

GrandTotal

M F M F M F M F M F M F M F M F M F

Ladder/Tenured 5 0 0 0 38 10 0 0 9 2 0 0 309 90 18 5 379 107 486

Ladder/Term* 16 18 1 0 103 78 0 2 16 16 0 2 332 242 53 53 521 411 932

TotalLadder 21 18 1 0 141 88 0 2 25 18 0 2 641 332 71 58 900 518 1418

Non‐Ladder 5 7 0 0 23 21 0 0 4 10 0 1 87 116 64 48 183 203 386

Research 5 4 0 0 151 103 0 1 8 10 1 0 151 127 32 36 348 281 629

TotalAllFaculty 31 29 1 0 315 212 0 3 37 38 1 3 879 575 167 142 1431 1002 2433

%LadderFacultyOnly DepartmentChair&AssociateDeans

Black 2.8% Male Female Chairs AssociateDeans TotalGrandTotal

NativeAmerican 0.1% 63.5% 36.5% M F M F M F

Asian 16.1% Asian 2 0 0 0 2 0 2

NativeHawaiianorPacificIslander 0.1% BlackorAfricanAmerican 0 0 1 0 0 0 0

Hispanic 3.0% HispanicorLatino 1 0 0 0 1 0 1

TwoorMoreRaces 0.1% White 25 2 3 6 28 8 36

White 68.6% Total 28 2 4 6 31 8 39

NotAvailable 9.1%

Total 100.0%

   

 

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2.8% 0.1%

16.1%

0.1%3.0%

0.1%

68.6%

9.1%

Faculty Headcount Fall 2013 School of Medicine

Black

Native American

Asian

Native Hawaiian or Pacific Islander

Hispanic

Two or More Races

White

Not Available

   

 

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FacultyHeadcountFall2013

LawSchool

BlackorAfricanAmerican

AmericanIndianorAlaskanNative Asian

NativeHawaiianorOtherPacificIslander Hispanic

TwoorMoreRaces

(NotHispanicorLatino) White

NotAvailable Total

GrandTotal

M F M F M F M F M F M F M F M F M F

Ladder/Tenured 1 1 0 0 2 1 0 0 0 0 0 0 28 12 1 1 32 15 47

Ladder/Term* 0 0 0 0 0 0 0 0 0 0 1 0 2 1 0 1 3 2 5

TotalLadder 1 1 0 0 2 1 0 0 0 0 1 0 30 13 1 2 35 17 52

Non‐Ladder 2 0 0 0 2 0 0 0 0 0 0 0 43 9 1 6 48 15 63

Research 0 0 0 0 1 0 0 0 0 0 0 0 5 8 1 10 7 18 25

TotalAllFaculty 3 1 0 0 5 1 0 0 0 0 1 0 78 30 3 18 90 50 140

%LadderFacultyOnly LawSchoolDeansnotcountedabove

Black 3.8% Male Female Dean WhiteMale

NativeAmerican 0.0% 67.3% 32.7% LawSchoolDeputyDeanscountedabove

Asian 5.8% DeputyDeans(2) WhiteMale

NativeHawaiianorPacificIslander 0.0%

Hispanic 0.0%

TwoorMoreRaces 1.9% Note: Tenuredincludestenuredprofessorsandtenuredassociateprofessors.Termincludesnon‐tenuredassociateprofessors,assistantprofessors,instructors,allconvertibleappointments.

White 82.7%

NotAvailable 5.8%

Total 100.0%

   

 

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3.8%

0.0%

5.8%

0.0%

0.0%

1.9%

82.7%

5.8%

Faculty Headcount Fall 2013 Faculty Headcount Fall 2013 Law

Black

Native American

Asian

Native Hawaiian or Pacific Islander

Hispanic

Two or More Races

White

Not Available

   

 

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President’sCabinet

Name Race Gender

Dean,SchoolofMusic White Male

Dean,SchoolofDrama White Male

Dean,SchoolofPublicHealth White Male

UniversityLibrarian White Female

DeanofNursing White Female

Dean,YaleCollege White Female

DeanofYaleGraduateSchool White Male

Dean,YaleLawSchool White Male

DeanSchoolofManagement White Male

Dean,YaleDivinitySchool White Male

Dean,SchoolofArchitecture White Male

Dean,SchoolofArt White Male

Dean,SchoolofEngineeringandAppliedScience White Female

VicePresidentforNewHaven&StateAffairsandCampusDevelopment White Male

Dean,YaleSchoolofMedicine White Male

SecretaryandVicePresidentforStudentLife African‐American Female

VicePresidentforFinanceandBusinessOperations White Female

VicePresidentforGlobalandStrategicInitiatives White Female

VicePresidentforDevelopment White Female

VicePresidentforHumanResourcesandAdministration White Male

VicePresidentandGeneralCounsel White Female

ChiefCommunicationsOfficerandSpecialAssistanttothePresident White Female

VicePresidentforWestCampusPlanningandProgramDevelopment White Male

Male:58%Female:41%

   

 

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ThisisnottosaythattherehavenotbeenimportanteffortstoincreasethediversityofYale'sfaculty.Recentchronologyofsucheffortstellsthestoryofamultitudeofattempts:

1984YalesetthegoalofdoublingthenumberoftenuredwomenintheFacultyofArtsandScienceswithinasixyearperiod.

1999PresidentRichardLevinurgedthefacultytosearchasbroadlyaspossibleandaffirmedthatfinancialresourceswouldnotbeabarriertorecruitingamorediversefacultytotheuniversity.

2001YalejoinedeightothertopresearchuniversitiesforameetingatMITwithanunprecedenteddialogueonequitabletreatmentofwomenfacultyinscienceandengineering.Thisgroupreleasedastatementagreeingtoanalyzethesalariesanduniversityresourcesprovidedtowomenfaculty,worktowardafacultythatreflectsthegeneraldiversityofthestudentbody,andreconvenetosharestrategies.

2004Thetotalladderfacultyinthe2004‐05academicyearwas10%greaterthanfiveyearsprior.ThenumberofminorityfacultyintheFacultyofArtsandSciencesincreasedby30%andthenumberofwomenfacultyincreasedby43%overalland113%inthesciences

2005PresidentRichardLevinandProvostAndrewHamiltonissuedamemototheFacultyofArtsandSciencesreaffirmingthe1999commitmentthatresourceswouldnotbeanimpedimenttohiringanappropriatelydiversefaculty.Theirarticulatedgoalswere:(1)substantiallyincreasingthehiringofminorityfaculty,addingatleast30minorityscholarsoversevenyears;(2)increasingthenumberofwomenfacultyinfieldsinwhichtheywereunderrepresentedbyadding30newwomenfaculty;(3)increasingthediversityoffuturefacultymembersinPh.D.andpostdoctoraltrainingranks.Between2009and2010,Yalefelttheimpactoftheglobalfinancialcrisis;inparticular,likemostendowedfunds,Yale'sendowmentdroppedbyalmost30%.Asaresult,andbecauseoftheensuingdeclineinhiring,theuniversitywasabletomeetsomebutnotallofits2005goals.2011‐2013ProvostSaloveyappointedaUniversityFacultyDiversityCounciltorenewYale'spostfinancialcrisisfacultydiversitystrategy.

2013TheFacultyDiversityHiringCommitteewasappointed,puttingintoplacethefirstsignificantrevisionofthe2005diversitytrainingprogram.Yaleenhanceditscommitmenttochildcaresupport.TheProvost'sofficepilotedaninterdepartmentalmentoringprogramandtheOfficeofFacultyDevelopmentinitiatedaprogramtobringinoutsidementorstoprovideadditionalfacultytojuniorfaculty.

   

 

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Whiletheseeffortsledtosomepositiveresults,sincethefinancialcrisiswhenthepaceofprogressappearedtostall,therehavebeencallsforarenewedefforttoaddressthechallengeofrecruitingandretainingdiversitycandidates.Recently,acampusgroupcalledforaDiversitySummitwherefacultyandadministrationmightconsultwithoutsideexpertsaboutbestpracticesinuniversitydiversity.ThoseinvitedtothesummitwerechargedwithmeetingwithYaleFacultytolearnaboutopportunitiesandchallengesrelatedtodiversityatYaleandprovidingrecommendationstoPresidentSaloveyastohowYalemightimprovediversityacrossitsfaculty,includingitsgraduateandprofessionalschools.ThechargefromPresidentSaloveyandProvostPolakwasasfollows:

“Thankyou,membersofthevisitingcommittee,foragreeingtoparticipateinYale’sfirst‐everDiversitySummit.TheideaforthissummitgrewoutofarecommendationofferedbytheYaleFacultyCommitteeonDiversity.

FacultydiversityisanimperativeforYale,andwehavemadegreatprogressonmanyfronts.Now,asweemergefromthefinancialcrisis‐‐whicheliminatedunfundedinitiatives‐‐wearedeterminedtocombinetestedapproacheswithcreativenewstrategiesthatwillenableYaletoreachitsfacultydiversitygoals.

YourwillingnesstogiveyourtimeandexpertiseaspartofthisDiversitySummitlendsstatureandgravitastoourdetermination,andprovidesadditionalmomentumtoourefforts.Youwillbemeetingwithawiderangeoffacultymembers,institutionalleadersandacademicadministrators.Wehaveencouragedthemtobeforthrightandtransparentintheircommunicationswithyou,sothatyoucanbestadviseusgoingforward.

Weseekyourguidanceandexpertiseinhelpingusdiversifythefacultyacrosstheuniversity.Thisisaninstitutionalcommitmentwhichwerefertointernallyas“diversediversity.”WehopethatshortlyaftertheSummityouwillprovideuswithareportthatoutlineswhatyouheardduringthecourseofyourconversations,distillsthebestideasandsuggestionsyoureceived,andoffersconcreteideasforYaletoconsiderasitembarksonitsfutureworkoffurtherdiversifyingthefaculty.”

   

 

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III.InputfromtheCampusInputreceivedfrommeetingsbothatcentralcampusandSchoolofMedicinedemonstratedtheconsiderablethoughtandeffortthatmembersofthecommunityhadappliedtoaddressingthisissue.TheCommittee’sobservationsaboutdiversityatYalewereshapedbythediverseandvaluableinputfromavarietyofparticipantsintheirmeetingsaswellasbytheextensivecommentssubmittedtothecommitteebeforehand.Ofparticularnoteduringthecommittee’sinteractionsweretheinsightsofadedicatedcoregroupoffacultyandstaffactivelypromotingpolicychangesandactionstoimprovethesuccessoftheUniversity’sdiversityprograms.Committeemembersappreciatedthecandorandlevelofengagementencounteredindiscussionswithallparticipants.BelowaresomeoftheobservationsthevariousparticipantsmadeinmeetingswiththeCommittee.

- Yaleisdiversityconscious,diversitysensitive,butnotdiversitydriven.Aglobalcommunitywithglobalcampuses,theUniversitycampusinsufficientlyfeelstheimportofthisglobalidentitybecauseofthelimiteddiversityofthefacultyandadministrationaswellasinsomedisciplinesofthenaturalsciences,engineeringandmedicine.

- ThePresidentshouldsetanunambiguoustoneastotheimportanceofdiversityacrossthecampus."Toneatthetopiscritical.”

- Yaleisofteneffectiveatearlystagesoffacultyrecruitmentbuthasdifficultyretainingandnurturingthecareersofwomenandminoritiesoveraperiodoftime.Theatmosphereofturn‐over,inthefaceofrecruitmentchallenges,isnotconducivetolongtermsuccessinestablishinganatmosphereofinclusion.

- Facultysearchcommitteesshouldcastawidernettoidentifyexcellentcandidatesfromdiversebackgrounds.Manyuniversities,includingYale’peers,haveidentifiedfacultycandidatesfromadiversityofprofessionalenvironments:governmentandpublicservice,researchenterprises,collegesandnon‐peeruniversities,business,internationalNGO’s,thearts,journalismandotherendeavors.

- DiversityandExcellencearesynergistictoYale'spursuitofexcellenceandtheyshouldnotbeseentobeinopposition.DiversityisnecessaryfortheexcellenceinleadershipthattheUniversityseeks.

- Facultymentoringprogramsarenotuniformlyeffectiveforjuniorfacultydevelopment.ThenationalprogramentitledExecutiveLeadershipinAcademicMedicine(ELAM)wasdescribedasaneffectiveparadigmformentoringwomenfacultythatshouldbesupportedbyYale.ELAMisfocusedondevelopingtheprofessionalandpersonalskillsrequiredtoleadandmanageintoday'scomplexhealthcareenvironment,withspecialattentiontotheuniquechallengesfacing

   

 

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womeninleadershippositions.VariousfacultymembersduringtheinterviewadvocatedtheestablishmentofasimilarprogramforfacultyandadministratorsatYale,butnotrestrictivetoanyonegroup.

- Yaleshouldnurtureapipelineoftalentedundergraduateandgraduateunder‐representedminoritystudentsandwomenwhocouldpursueacademicandresearchcareers.EncouragingYale’stalentedanddiversestudentbodyinthisdirectionthroughaformalprogramdesignedforthatpurposewouldprovidealongertermsolutiontoimprovingthenationalpipeline.

- ThereistoolittleaccountabilityamongDepartmentChairsandDeansformentoringjuniorfacultytoadvanceinthepromotionandtenurecycle.Oneofthemostimportantresponsibilitiesofadepartmentchairisensuringthesuccessofjuniorfaculty.TheUniversityshoulddevelopstrategiesforholdingdepartmentleadersaccountableforthedepartment’streatmentofjuniorcolleagues.

- DataondiversityandcompensationacrossYaleUniversityisnotsufficientlyavailabletofacultyandstaff.Whilethisisnotunusualinaprivateuniversity,lackofinformationaboutlevelsandstandardsforcompensationcanleadtoconfusionanddistrustamongwomenandminoritieswhomay,oftenerroneously,perceivediscriminationincompensationdecisions.Totheextentpossible,dataonrangesofcompensationbyrankandbroaddisciplinarycategoriesmightaddressconcernsinthisarea.

- RecenteconomicconstraintshavebeenfeltthroughouthighereducationanditsimpactonfacultyhiringatYalehasbeenfeltstrongly.IfdiversityisapriorityforYale,itshouldbepursuedaggressivelyevenintimesofeconomicconstraints.

- Yale’sdiversityeffortsneedanofficeofadeputyprovostwhoseonlyportfolioisdiversityandnotarangeofotherissues.Thisofficeshouldhaveanexperiencedprofessionalintheareaofdiversityandresourcestofacilitaterecruitmentandinclusionacrosstheuniversity.

- WomenfacultyintheYaleSchoolofMedicinedonothavea“voiceatthetable”andexperiencesignificantbarrierstoretentionandadvancementtotenuredprofessorshipsandadministrativeleadershippositions.

- RecruitmentandretentionofadiversefacultyandleadershipwillnotbefullysuccessfulunlessYalecandevelopaninclusiveculturethatisattractivetoandcomfortableforwomenandunder‐representedminorityfaculty.Whiletoneatthetopisimportant,diversifyingthefacultydependsonlocaleffortandaccountabilityinschoolsanddivisionsandamongdepartments‐deans,chairsanddirectors.

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IV. TheVisitingCommittee’sRecommendations

TheVisitingCommitteerecommendationsthatfollowarebasedontherobustinputofparticipantsintheSummit,the“commentsfromYaleconstituents”intheBriefingBook,andtheexperienceofCommitteemembersonothercampuses.ItshouldbesaidattheoutsetthattheobservationsmadebymembersoftheYalecommunitybearastrikingsimilaritytothoseonemighthearonmostcampusesofYale’sstature,thoughtovaryingdegrees.Fewcampusesaresatisfiedwiththelevelofdiversityachievedintheirfacultiesbutmanyaresatisfiedthattheyhavemadeoraremakingsignificantprogressinthisarena.WhatstandsoutinthematerialtheCommitteereadandinthesessionsheldoncampusistheleveloffrustrationexpressedamongsomethattheUniversityissimplynotsufficientlyawareoftheneedforgreaterdiversity,isineffectiveincreatinganenvironmentforgreatersuccess,orissimplynotcommittedtomakingastrongerefforttoaddressthisissue.ThefrequencywithwhichweheardtheseviewsshouldbeacauseforconcernassuchskepticismabouttheUniversity’sintentionscanimpairrecruitmentandretentionefforts.

Therecommendationsthatfollowwillhaveafamiliarring.AcommunitythathasspentasmuchtimedebatingthismatterasYalehasissuretohavearrivedatobservationsandconclusionsthatholdthekeytoimprovement.Wecanonlyrepeatherewhatwerecognizeaspromisingmeasuresthatcouldbeundertakentoaddresstheconcernsexpressed.ButYaleshouldlooktotheextensivecommentsofvariousconstituentsforadditionalinsightsintohowdiversityandinclusionmightbeimprovedatYale.Mostofall,itmustberecognizedthatpromotingdiversityandinclusionrequiresongoingeffortsoverasignificantamountoftime;weknowofnoquickorone‐timefix.

Therecommendationsbelowmayratifysomeoftenrepeatedopinions,enlargeonothers,anddrawindependentconclusionsbasedonthestrongestmotifsweheardacrossthevariousgroupswithwhichtheCommitteeinteracted.Committeemembers,havingconsiderableexperiencewithdiversityissuesinarangeofuniversities,foundresonanceinmuchofwhattheyheardatYale.Atthesametime,CommitteemembersarefamiliarwithawiderangeofdiversitystrategiesemployedacrosshighereducationandthatknowledgeinformstheselectivenumberofrecommendationstheychoosetooffertheUniversity.Inanefforttoavoidascattershotapproach,thesesuggestionsfocusonareasofgreatestopportunitygivenYale’suniquestatureandcurrentcircumstances.

   

 

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Werecommendthefollowing:

Recommendation1SetthetoneastotheurgencyoffacultydiversityeffortsandassurethatDeans,DepartmentChairsandfacultyimplementtheUniversity’sgoaltoincreasediversityandinclusion.Emphasizethatdiversityandexcellencearecomplementarypursuits.Furthermore,itisimportanttoenhanceacultureofequityandinclusion.Noindividualorgroupsofindividualsshouldeverfeelmarginalized.Yaleneedstoworkhardtotreatallmembersofitscommunityequitably.

Recommendation2EstablishapoolofresourcesfortargetofopportunityfacultyappointmentsandencouragedepartmentstoproposeexcellentcandidateswhenevertheyareavailableandmotivatedtoconsiderapositionatYale.Developguidelinesfortheprogramthatmakeitclearthattheprogramisnotasubstituteforincorporatingdiversityintoongoingdepartmentalpriorities.MostofYale’speershavedeterminedthatwomenandminoritycandidatesincertainsub‐fieldsarerarelyonthemarket;hence,apoolofresourcesmustbeavailablewhentheopportunityarisestorecruitratherthanonlywherethereisanopeningorafacultylineinadepartmentorsub‐field.

Recommendation3Worktoemphasizethataccountabilityisavitalelementofadvancingdiversityjustasitisinreviewsfortenure,gradingpracticesandeveryotherdimensionofexcellence.BeyondmerelyarticulatingwhydiversityiscriticaltoYale'sfuture,theadministrationshouldinsistonannualevaluationsofdivisionchiefs,departmentchairs,anddeansthatencompassanassessmentoftheunit’sprogresstowardthedesiredlevelofdiversity.IfdiversityisapriorityforYale,thenindividualsconsideredforleadershipappointmentsandreappointmentsshouldbeassessedonthebasisoftheirabilitytoleadinthisareaaswellasothers.

Recommendation4Establisharesearchimmersionprogramforundergraduatestudentstofosterinterestinacademicandresearchcareersacrosstheartsandhumanities,socialsciences,STEMfieldsandprofessionalschools.Developaprogramthatcanfollowstudentsthroughtheirundergraduatecareersandassistingraduateorprofessionalschooladmissionandcareeradvising.TheMellonMaysUndergraduateFellowshipProgramisanexcellentmodelonwhichtobuildauniqueYaleprogram.Inaddition,considerationshouldbegiventofinancialcounselingasmanystudentsandtheirfamiliesseestudentdebtasadeterrenttopursuinganacademiccareer.YalemustcontinuetomakeitaprioritytomakeaYaleeducationaffordabletoallstudents.

   

 

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Recommendation5Providegreatertransparencyindiversitymetricsinordertoallayconcernsaboutpossibledisparateorunfairtreatmentforwomenandminorities.TheOfficeofInstitutionalResearch,workingwiththeProvost,mightconsideradashboardrelatedtothissubjectandannuallycompareYaledatawiththatoftheUniversity’sclosestpeers.Yaleisnotaloneinboththeseopportunitiesandchallengesandwouldbenefitfromstudyingwhatothersaredoing.

Recommendation6Institutetrainingfordepartmentchairstoencourageknowledgeofbestpracticesinthementorshipandadvancementofjuniorfaculty.AdepartmentchairisamongoneofthemostimportantadministrativepositionsinaUniversitywithresponsibilitiesforrecruitmentandappointmentofjuniorandseniorfaculty,budgetingandresourceallocation,establishingstrategicplanstoenhanceeducation,scholarlycontributionsandresearch,aswellasservice.Adepartmentchair'sresponsibilityalsoinvolvesfacilitatingthesuccessofbothjuniorandseniorfaculty.Inparticular,adepartmentchairshouldassurethataplanissettooptimizepromotionandtenureoftheirjuniorfaculty.Successinthisregardshouldalsobeapartofthechairanddean’sannualevaluationaswellastheircomprehensivereviews.

Recommendation7Diversityisaboutmorethannumbers.Itiscriticalthatatalllevels,fromdepartmentchairstothePresident,thatadministratorsensurethatallmembersoftheYalecommunityfeelthattheirvoicesareheardinaninclusivemannerandthattheiropinionsaretakenintoaccountseriouslyinalldecisionsincludinghiring,promotions,teachingandcommitteeassignments,anddepartmentanduniversitystrategicplanning. 

Recommendation8Yaleshouldconsiderestablishingaleadershipinstituteforfacultyinterestedintakingonadministrativeresponsibilities.TheELAMprogramprovidesausefulmodelfornurturingandgrowingleadership.Suchaninstitutecouldalsoenhanceleadershipacrossfacultyanddepartmentalchairsandcanbeaneffectiveresourceforwomenandunder‐representedminorities.Itshouldalsobeavailabletopotentialadministrativeleaders.

Recommendation9Recruitandempoweraseniordiversityprofessional(perhapsmorethanone,centrallyandinlargerschools)toprovidediversityexpertise,establishandleadauniversitywidediversitystrategicplan,recommendgoalsandmetricsthatcanbemeasuredovertimeandenhanceaccountabilityfordiversityacrosstheUniversity.Ideally,thisindividualisaseniorpersonwithintheOfficeoftheProvostandcarriesatitleappropriatetoaseniorrank.Theirofficeshouldhaveanappropriatebudgettoexecuteathoughtfulstrategicplanforenhancingdiversity.Thispositioniswell

   

 

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establishedinuniversitiesandweencourageYaletofollowthemodelofmanyofitspeersinsettingtheparametersforthisposition.TheChiefDiversityOfficershouldbeinvolvedineducatingsearchcommitteesaboutunconsciousbiasinthesearchprocessandbringingtotheattentionofdepartmentsbestpracticesofwhichtheymaybeunaware.ItisalsotheopinionoftheSummitCommitteethattheroleandscopeofdutiesofaseniordiversityprofessionalrequires100%timeandeffort.

Recommendation10Searchcommitteesshouldbeadvisedtohavestrongrepresentationofwomenandunder‐representedfacultymemberswheneverpossibleandtomakeeveryefforttocastawidernetforoutstandingcandidates.(Seeaboveforspecificsuggestedareas.)

Recommendation11Establishreasonableserviceexpectationsforjuniorwomenandminorityfacultywhotendtobecomeoverwhelmedwithstudentadvisingandserviceresponsibilities.Encouragedepartmentstoprotectcandidatesfromoverlyburdensomeserviceastheyadvance.

Recommendation12OrganizeaPartner‐PlacementServicetoassistpartnersofprospectivefacultyinfindingemploymentinornearNewHaven.

Recommendation13TakestepstodiversifytheYalesenioradministration.Thisisnolessimportantthanthediversityofthefaculty.Enhancecommunicationchannelsbetweentheuniversity’ssenioradministrativeleadershipandseniorfacultyleadingYale’scurrenteffortstodiversifythefaculty.Thisisacriticalcomponentoftheoverallfeedbacknetwork.

Recommendation14ChargetheYaleUniversityCounciltohelpcreateaStrategicandImplementationPlanforenhancingdiversityatYaleaswellasacultureofequalityandinclusion.ThisplanshouldalsoincludetheSchoolofMedicineandotherprofessionalschools.Theplanshouldinstillaclimateconducivetotherecruitmentofthebestfaculty,fromdiversebackgrounds.

Recommendation15Encourage,rewardandpublicizetheeffortsofmembersofthecommunitywhosediversityeffortsprovideexamplesofbestpractices.

Recommendation16DisseminatetheresultsoftheYaleDiversitySummit.

 

   

 

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V.ConclusionTheCommitteeisgratefulfortheopportunitytolearnaboutdiversityatYale.WewereespeciallyheartenedbytheUniversity’sdecisiontofocusonhowitmightintensifyattentiontodiversityandinclusionacrosstheUniversity.WebelievethatYalecanbesuccessfulinincreasingthediversityofitsfacultybyvirtueofitstrackrecordinthefollowingareas:thediversityofthestudentbody,aconsistentlysterlingrecordofachievementinmanyareas,aleadershippositioninhighereducationandinAmericansociety,resourcesandoutreachcapacitythatareinthetoptierofuniversities,itsaspirationstobeatrulyglobaluniversity,anditsdecisiontobeaninclusivecommunity.ProvidedthattheUniversityiswillingtosetthisasanimportantinstitutionalpriorityandmarshalitshumanandfinancialresourcesintheserviceofthisgoal,theUniversitycanachievebestinclasssuccessinthisdomain.TheperceptionamongsomethatYalehasnotyetsetthisasanimportantinstitutionalcommitmentshouldbeasourceofconcerntotheAdministrationandCorporation.Whileweknowthatdiversityisalwaysamovingtargetassocietyadvancesandchanges,webelievethatavisibleongoingefforthasimportantsalutaryeffectsapartfromtheactualnumberofindividualsrecruitedandthepaceatwhichthatrecruitmentoccurs.ThemerefactthattheUniversitydemonstratestheimportanceandurgencyofdiversityandthatitprovidesresourcesasevidenceofanongoingcommitmenttothisgoalmayencourageredoubledeffortsandgreaterconfidenceamongthosewhoarepreparedtoworktowardthisgoal.WhatthoseindividualssaidtousinsomanywordsisthattheywanttoseeevidenceoftheUniversity’scommitmentiftheyaretocontinuetheoftenexhaustingandsometimesdiscouragingeffortstorecruitfromsuchalimitedpoolofcandidates.WeacknowledgethatthelegendaryexcellenceofYaleisrootedinlongprocessesovertimethatweighedthechoicesavailableandchosenottheeasybutthemostpromisingpathtowardexcellence.WeencouragetheUniversitytodothesameasitplansacourseforgreaterfacultydiversity.‐‐