In December 2022, the Division of Finance and Administration launched its new Diversity, Equity and Inclusion Action Plan for FY23-26. Over the course of a year, the division's DEI Action Planning Workgroup members worked closely with the Office of Institutional Diversity and DFA employees to create a slate of actions that seek to address the division’s unique diversity, equity and inclusion needs.

DFA's Diversity, Equity and Inclusion Action Plan for Fiscal Year 2023 and Beyond

In FY23-26, the Division of Finance and Administration will focus its diversity, equity and inclusion efforts in four major areas:

  • Embed equity and inclusion in everyday work experiences
  • Eliminate structural bias in the division
  • Establish inclusive and equitable hiring practices
  • Foster a welcoming workplace climate that increases a sense of belonging and inclusion

Listed below are specific multi-year projects and initiatives that begin or continue in FY23 and will carry into future years. In December 2022, the DEI Action Planning Workgroup delivered a FY23-26 action plan for the division to senior leaders. These actions are incorporated within the division's strategic priorities

  • Create a curriculum of foundational DEI training opportunities and resources that will establish common language and knowledge
    1. Use existing materials created by or available to OSU to establish a DEI training program that all DFA employees would be expected to complete on a scheduled basis, starting first with leaders and supervisors.
    2. Prioritize cohorts/teams learning together in small groups, rather than individual training
    3. Create tracks for different categories of learning and for people with different learning styles, along with easy reference guides for employees.
    4. Incorporate DEI education expectations into employees’ professional goals/performance assessments.
  • Work with University Human Resources to develop division-level guidance for supervisors related to how position descriptions and/or employee goals incorporate DEI responsibilities.

  • Establish a stronger partnership between DFA and each of the OSU cultural centers to enhance engagement, communication, and learning opportunities related to DEI.

  • Create a communication plan to highlight the division’s DEI efforts.

    1. Track and report key data points as implementation teams establish metrics for each of the DEI actions.
    2. Create a business case to demonstrate the financial value associated with the division’s DEI efforts.  

  • Create a plan to systematically review and evaluate all aspects of DFA operations to be more inclusive and reduce barriers.
    • Include DFA policies, procedures, employee compensation, physical infrastructure, meeting protocol, projects, events, etc.
    • Develop guidance that helps DFA units create and review policies with a DEI lens to identify and address root causes of barriers and inequitable impacts.
  • Reduce procurement barriers and increase the outreach to, and opportunities for, diverse and small businesses.

    • Increase the representation and awareness of minority, women, and emerging small businesses (MWESB) in OSU’s supplier database.
    • Evaluate the bidding and proposal processes to prevent the disadvantaging of potential new users.
    • Structure procurement opportunities to facilitate MWESB engagement and participation.
    • Implement accessibility recommendations from OSU’s ADA31 Task Force.
  • Expand DFA supplier diversity program to improve the ability of MWESB firms to compete and provide value.

    • Investigate the formation of a mentor-protégé program for Minority, Women, and Emerging Small Business (MWESB) with construction contractors  aimed at building MWESB firms’ capacity for larger construction projects.
    • Identify OSU partners, both internal and external, that could benefit from the MWESB program.

  • Expand OSU recruitment guidance and support for search committees and chairs.

  • Create processes within Human Resources to support searches with resources for recruiting, hiring and onboarding through an inclusive lens. 

  • Develop training materials to assist supervisors and hiring managers to better recruit, hire and retain a diverse workforce. 

  • Create a curriculum of training materials designed to improve supervisors’ DEI skills/knowledge and prepare them to provide equitable support and mentorship to their employees.
  • Enhance resources and support for DFA unit-level orientation of new employees (beyond the scope of the OSU onboarding program) to provide all new hires with the best chance for success at OSU.

    • Create a plan to assist employees beyond the initial on-boarding and orientation process, such as a peer sponsor program and/or networking resources tailored to the nature of their position.
  • Reduce outreach and communication barriers.