 To use a sports analogy which I never use, we're in the homestretch, we're almost there. So thank you for being here for your time and attention this afternoon. My name is Mark Wintham with the Association of Research Libraries in Washington D.C. So organizations of all sizes and types, if we can add that into our description, very often struggle to find ways to assess organizational climate for diversity and inclusion. Leaders often search for baseline data. We had some discussion about that in the previous session for the sake of benchmarking to justify resource allocation and in order to create improvement strategies that are evidence-based with quantifiable metrics. So this panel discussion this afternoon will showcase a number of different approaches to climate assessment in use or in development and the potential uses for the types of data those methodologies collect. The advantages and challenges for each approach will also be discussed. I won't say anything about them because you do have biographical profiles for them in your packets but we have presenting today first Maggie Farrell who is the Dean of Libraries at the University of Nevada in Las Vegas. So thank you for Maggie for being here followed by Kauana Bright who is a doctoral candidate and statistics at the University of Denver. Research methods and statistics, thank you. I stand corrected and then our final speaker will be Nikath Gauss who is the Associate Librarian for Social Sciences and Coordinator of the Diversity Alliance Residency Program at American University. So please welcome our panelists and we'll invite Maggie to the podium. Thank you Mark. It's great to be with you this afternoon and I know it's been a long productive day so I appreciate you sticking with us throughout the day. I have some apologies. So first I've only been at UNLV since August so there are some of my UNLV colleagues in the room so correct me if I get this wrong. The other is I'll be talking about what we did at the University of Wyoming and I think I saw Cass in the room. Thank you Cass. So Cass correct me if my memory is a little bit fuzzy. So today I want to talk briefly about some specific tools that I've been a part of at two institutions and why we chose those tools and what did we initially learn and even though I'm talking about two specific tools they can be applied to other situations. So first at the University of Wyoming we did climate qual in 2009 and 2014 and Cass I'm correct you have not repeated it yet correct okay thank you. So the reason why we selected climate qual and the reasons why you would select a number of survey instruments is that you want to assess obviously but you also want to see how attitudes, opinions, perceptions are changing over time so that assessment as Mark mentioned is building the benchmark and then measuring against that benchmark about how you're changing hopefully improving. We also wanted to validate so we heard things through meetings and you know around the water cooler and so having a survey tool helped us to validate what we were hearing but more than that it's the depth of the issue so we know in libraries that sometimes the most vocal are the voices that we hear so we wanted to see if what we were hearing how deep that issue was or was that an opinion or perception held by a few. We also wanted to determine where in the organization so were there patterns was this happening in one department or was it organizational wide. Also anything about perception was it identifiable to groups so if there was discrimination in the organization what was it based upon. The last two responding to issues in employees having a voice is the reason to do a tool is a communication to the organization that you are hearing and listening to concerns that are being raised so it gives employees an opportunity to voice their perceptions and what they are seeing in the organization. The reason why we selected climate call at the University of Wyoming was that ability to benchmark not only benchmark over time but benchmark against other organizations so how are we doing compared to our peers and climate call allows us to do that. The next was to work with experts so the University of Wyoming is at that time it was only about 90 employees and we didn't have the deep expertise in order to conduct our own survey so this was a way for us to really connect with someone else who would know better how to develop an instrument and then implement it and then also we had experience with ARL so even though the University of Wyoming is not an ARL library we had extensive experience with lip call so there was a confidence, a trust. And so what we learned we did this in 2009 and 2014 and they were very difficult university periods so it validated a lot of the frustration and anxiety that was happening across the University. Wyoming is an extraction state so the recession hit Wyoming later than it hit most universities and it hit it harder because Wyoming at that time 48% of their budget was provided by the state so a 10% cut of a 48% budget was rather dramatic and unfortunately for Wyoming and give Cass a drink at the end of the day because they've had future positions removed and budget cuts and so forth so we knew we were doing that during a difficult period it validated that but it was also very frustrating for us because library employees thought themselves first as a library employee and I don't think Wyoming is unique in that and then oh by the way we also are a state employee and that's frustrating in terms of some of the policies that you could implement so if people were frustrated about their salary but the state provides limited tools for you to improve salary or to address either equity or addressing compression then libraries were really stuck so the good thing is that library staff and library faculty thought that of themselves first as library employees the downside of that is that you're stuck within a broader system. The benchmarks that we had demonstrated that we were not unique that many of the problems that we were experiencing are problems that other universities were experiencing so it gave us the opportunity to network with our colleagues and symposiums such as this today are one way that we can connect with each other and work on collective issues. The last is action items and unfortunately I left within a year the last survey but the action items were specific there were some professional development items that were implemented and I'll talk a little bit more so the University of Nevada Las Vegas were fortunate in that the university has a number of assessment tools in place. I'm also fortunate that we have a position that's dedicated to planning an assessment within the libraries so the university has a number of tools that we can use and we were already using the pulse survey on a biennial basis in addition to some other tools but we made some changes in 2018 that we just implemented so mostly I'll be talking about our hopes as we've done these changes so first our distribution changed so we found that we were surveying a very large survey tool every two years and the survey tool was just long and people had survey exhaustion so what we've done is we've broken the pulse survey into tiny surveys so instead of surveying one huge survey is that we're breaking it up into about five smaller surveys and they truly are a pulse tell us what you mean about this and we only have about six questions so we're trying to be responsive we're also trying to integrate other tools that other groups within the library's needs so the pulse survey is working in with our diversity and inclusion excuse me it's it's inclusion and equity thank you Annette. Committees so that we're integrating some of the work that that committee is doing in with the main pulse survey we do have some comparisons over time so that's great but this is what we're really focusing on the leadership team within the library we want to develop specific action items based on each survey so what our initial considerations include is that we want to include many people within the survey as possible and we want to have a discussion that's inclusive of the solutions as well so it's not just the results coming to the library but it's the results that I mean coming to the leadership team but the results are being shared throughout the library we are still looking at university versus library so what tools what action items do we have within the libraries that we can utilize and then also how can we communicate those results to the university we suspect some of the issues that we uncover within the library are really university issues so we want to make sure that we are connecting our results to our work on a university wide level the last is communication so there needs to be a whole message around the surveys so that we're communicating why we're taking the survey why an anonymy is being respected and hopefully trusted and we're still we still have a lot of trust work to do with that and then also what are we doing what action items so each pulse survey will result hopefully in about four action items that will report on to the libraries and then we'll come back and we'll look at the action items so the action items need to be specific so we're really working on the communication around the survey tool so I'll give you just one sample I know that you can't read this probably even from the front but it draws into communication so all of our survey results are posted within our staff website and we have both the content the specific results as well as graphs that help people understand it so by giving them a visual aid we do strip out any personal comments however the personal comments are given to me in case I see a pattern with a specific individual or department that we can talk with this chart this sample gives an example from 2016 and 2018 so we can see how well we are doing over a period of time and then see where our gaps continue so we're really excited that we have this wonderful tool that helps us this is Tableau by the way if you haven't used it and so finally I'll just wrap up and say that the tools are we have a number of tools before us and and there are a lot of good tools that can help us and I would not focus so much on which specific tool but that you have a tool and that you're using it and that you are measuring the pulse or the climate within your organization that you're talking about why that tool is being used I mean the the importance and then you assess and act and then you assess and act and continue on so this is an example of how we have used it at the University of Wyoming and the University of Nevada Las Vegas and I hope in your quest that you're as successful as we're learning through this process as well thank you no it's okay and we'll save questions to the end one day they're gonna make podiums for tall people like me so especially tall people with bat back so if I need the lean closer please let me know I'm trying not to hurt the bulging disc in the lumbar region yeah not fun first of all I do want to point out that I am an example of a project that's sort of in progress in work so kind of keep that in mind as you're looking at this but my tool doesn't really have a name even though I sort of self-named it when I called it taking aim so you'll find out what that actually means is we go through this process but it's a library diversity and inclusion self assessment audit which was actually created for a health sciences library specifically so I was contacted because I was someone who had done work in diversity and inclusion within libraries I'm introduced right now as a PhD candidate but I was an academic librarian for 12 years so I have background in both areas and I was also cheap because I was a PhD student who needed money and could do consulting work so let's just be honest but they really hadn't done anything previously to try to assess their diversity and inclusion efforts and they really wanted to do something but they didn't even know where to start so they you know went on the hunt they found me they really wanted to advance their efforts both internally and externally so this was kind of a two-fold process and so my role was to create a tool that they could actually use that would actually give them both an immediate status in terms of where we we don't even know what we're starting so the benchmarking idea was there but also how do we track ourselves going into the future and then also look at this tool as a way to kind of keep track of just everything that's going on so part of my process was to look at a couple of different methods or in this case frameworks or theories to kind of help create this this auditing tool they actually brought to me the social inclusion inclusion audit so anyone who is in Canada may have actually seen this comes from kind of the public side of libraries and they were really interested in this this particular audit they showed it to me and I said it's great it's just not for you and that was one of the problems it just wasn't something that was gonna be easy for them to adapt without any background or knowledge of what they were using it for but I did tell them that the audit itself had some really good pieces to it that I thought we could apply if we just kind of pull the idea so the social inclusion audit actually focuses on this idea of openness intentionality and inclusion so I thought that was actually powerful that kind of got turned into what you're gonna see a little bit later in mind it's more of like awareness and intentionality as well but it was really good for guidance for me as someone who's coming in from the perspective of okay they're really interested in this how do I apply this to their needs and then working with my friend over here in the car she's the one who's does organization designer development development work and so she's actually one of the experts I was actually talking to to help me review as I'm working on this audit because it's just not a single person's process I cannot do that myself she's the one as she was reviewing it going you're kind of already applying this model you might want to know more about it so she sent it to me I looked at it and she was correct I actually saw the possibilities of using the Galbraith model to actually as a way to organize this entire audit which is really nice because this process is about the organization is not just about small group that's in the library it's really about the entire organization trying to do something so this is just a representation of the visible star model there's a lot of information out there about it should definitely read up on it if you're interested in it it's a very quick read there's also a six category that doesn't visibly show up that does also show up in the audit which will show later you don't find that six one two you actually read the entire start model so my process was of course first interviews so I interviewed key members of the library team that were working on this project just other key members of the library I wanted to truly understand what they wanted to do what do you actually want to get out of this process not just what you have on paper but what do you actually want to get out of this process a lot of document reviews I probably know more about their institution than they do at this point because I had to review not only what was happening in the library but what was happening on their campus to see what we could do with the external things as well and then the expert review so working with librarians and other research experts to review the audit make suggestions on wording this included those back at the library is this sounding like what you really want to do and that process really did take about a month and a half two months to actually get through this entire process and then of course piloting the model the audit so I worked with the volunteers from the library to test it out see what they thought we made additional changes in the wording to make sure everything sounded good and then they were able to actually use the audit at that time so I will show you kind of an example and I apologize this is hard to see as well the final audit actually had 35 items that were put into six different categories and those six categories did follow the start model so that's how I was able to structure the actual audit you would rate the items in two different areas so you rate them first by status and then you rate them by progress and so this allows you to see one where you're at and whether you're progressing as you go through each year as much as you either think you want to progress or hope to progress and so looking at this one it's just looking at the strategy section here and it just kind of asks questions like diversity inclusion are explicitly addressed in the library strategic plan usually a pretty simple question to ask and answer you can look at your strategic plan see where you're at and of course one of the options for status is non-existent which happens to be the case for a lot of strategic plans and then also for your progress non-existent and that usually means we're not even thinking about it we haven't touched it all the way up to expert which means that we've done this it's integrated throughout the entire strategic plan and we think about it constantly every year so because this is not an easy process to think about in your head there actually is a scoring guide to help people understand how do you score something as non-existent how do you score it as initiating what are those things different the different things mean so that is part of the front part of the audit that is clearly usually I tell people you're doing this have this right next to what you're working on so you can take a look at it again just to get a sense of whether or not it describes what you're doing at your library the reason there are so many categories is because it is a continuum you are able to fall within those different areas it's not fair to tell someone they're either you know one or five so there had to be options in between and then in terms of the actual scoring so this is where I come back to where the aim came from so the social inclusion model had the idea of openness and really what that turned into for libraries was awareness it was really about am I aware of DNI efforts am I aware of what we're doing on our campus am I aware of what's happening in the library and then the intentionality are we intentionally approaching these things are we trying to address these things and then the third piece I added is what I call measurement are we able to measure what we're doing do we are we collecting the data that we need to collect and once we collect it can we do something with it I think that was actually the bigger issue for the library they have data they have no clue what to do with it and so they're staring at this like it's large stack of stuff and they're like what do we do I'm like oh that's a bigger question than this consulting job right now but what this shows you at the end so this is actually a self-scoring audit and it actually shows you at the end where you score in terms of awareness intentionality and openness and you can come back and look at the ranges to see where you fall and where that actually means and so you'll notice here for those three areas that you can fall within the little progress the moderate progress or the extensive progress area and then in terms of where you measure whether you're showing very little ability to measure things or some ability or a lot of ability and it kind of allows you to see where you're at in the process but then there's a bigger picture so we talked about those six categories that we're going on so where are we at in terms of status where are we at in terms of our people where are we at in terms of our external factors and strangely enough that external piece that six piece that was added had the most questions for this particular library because of their environment which they found interesting as well but similar to what we score for the aim you're able to score this one from basically zero to 24 because those are the number of questions that fall within that category that's where the scoring comes from and it helped you mark your progress and also your status as well and what does that mean and so this is not scary enough this is the scoring for the entire thing and this is the piece they were really most interested in because they wanted to know where are we overall with our status for for DNI and so you're able to see here that the range is from zero to a hundred and forty because of the number of questions we have here and they were hoping to not be in the zero to twenty eight they didn't want to be there I can tell you they were there yes they sort of knew that it was a fear of theirs but they hadn't seen it put into this format so that was a little scary but you'll notice here the categories have also increased because once again we're on a continuum and you have more options but this gives you a it shows them that they were selecting a lot of not existent not existent not existent that was happening for a lot of the activities and that's what that zero to twenty eight really equals out to so in terms of implementation they did actually apply this back in September this recently happened they're going to check again in September of this year because they want to wait a year and we talked about that timing in between and I explained to them that it's really up to them it's up to how much they think they can get done but I told them not to check every month they wanted to check every month I said that's that you're putting too much pressure on yourselves you're talking about activities that take time and effort if you check every month you're going to keep being a little bit disappointed and then you're going to stop checking so we kind of compromised on a year we thought that was a good length of time I did suggest after that if they wanted to check after six month or go to two years I was up to them as well so it really comes down to what you where you see yourself falling within the audit for the future I do think this could be implemented in any library type but I think it's especially good for academic libraries just because of the way it's structured so next page terms of immediate impact it let them see where they were actually at in terms of their DNI efforts so this went beyond us we talked about it we think we're here it showed them this is exactly where we're at it did allow them to also start creating a plan to address the gaps strangely enough one of the questions is do we have a diversity and inclusion plan if you do not you may want to create one so that actually was a process for them as well and it offers them now a way to track this they're able to now go back in each year and say that wow we made a lot of progress in this area or we haven't quite progress in another area there's a piece of this that we don't talk about though is me reminding them that just because you didn't progress in one area doesn't mean you didn't progress with DNI so I had to remind them of that as well that this audit does not say that everything has to progress it's impossible you don't have enough time to do that but you want to see progress somewhere within the audit terms of future impact it needs additional testing I definitely recognize that especially as part of my program it has the potential to be widely used though and so one of the things that I will be doing after I finish my dissertation is looking for other libraries that are willing to look at implementing this so we can actually do some validity testing on this reliability testing to see if it actually is something that could be applied a little bit more globally in terms of strengths it is easily adapted once it's actually in place it's really not that hard to actually make some changes to wording to make it fit your institution so there's certain titles of diversity offices things like that you can actually just make those slight changes so it actually works it's self-scoring which is the beautiful part so you're not adding anything up it does it for you can be easy to complete I'm going to explain that once I look at the shortcomings as well it does offer longitudinal tracking and that was important for them as well shortcomings needs further testing in terms of whether it's going to be applicable across different institutions it can be difficult to complete and I know I just said it could be easy so let me explain this if you have someone in place who's already in charge of a DNI efforts who actually understand your organization is already doing that work that person by themselves can probably complete this audit by themselves if you don't have that which most of us do not you have to find the people and I think we heard a little bit of that of other places would have to find the people to do this you have to find the people who have the knowledge to complete the audit that can be a difficult task because then you're relying on multiple people and then you're also back to making sure everyone's interpreting everything the same way which is why there is a scoring system to explain how to interpret but if you're in that situation is no it's not just a process of we're going to sit down and do this and it's done it's a little bit tougher to do it does require buy-in from the administration not only for the initial implementation but also for the follow-through this is not designed to be done as in we did it we know we're at and we're done there's work to be done after this no one's going to be an expert across all of these that's probably not possible so there's going to be work to be done and then also the results can be seen as negative and that is a concern for any organization that's starting out from the base like this organization was they knew going in it was going to be low they didn't like seeing the number showing that they were actually in the smallest category I was still there those that talked to them about that explained that it's actually not a bad thing it just means you have work to do but it's you want to be careful you don't want someone to get discouraged by seeing a number because we all know what it's like to fail a test and that's how they felt they felt like they failed the test well sometimes you fail a test you just have to study harder and pass it the next time so let's talk about my comps sometime so it was very important that I explained to them that I didn't want them to see their low score as a negative thing it was not a negative thing because they were taking a very positive step towards figuring out what they wanted to do and that's it so how loudly do I okay yeah all right good afternoon my name is Nika Laws and I'm the associate librarian for the social sciences at the American University what I wanted to cover today was when I was asked by mark to talk about assessment and organization development and I turned to him and said but everything about OD is assessment and he said we'll talk about that okay okay I'll talk about that so what I wanted to do is give some context to what organization development is when I talk to people about OD and that is the unfortunate acronym I get a lot of different definitions for people so I wanted to sort of have the same page on what organization development is and organization development is about helping individuals and organizations move forward in the change process and using interventions actions so an example I'll use throughout is yesterday we spent eight hours I think with two external consultants who work in organization development Judith Katz and Frederick Miller and they work with Fortune 50 companies and they've done so for I think a combined 80 years and the model I'm going to discuss is I will revisit the path model and another one that is precursor to the path model but organization development is all of these things it's change management it's looking at your culture to change an entire system the whole system some of the work that we do is not just going in to look at how we can get say library faculty to understand a change process or move into a strategic change but to get the whole system involved and to get the whole system to be a part of that process and move the whole system forward together and continue in that progress so when we talk about OD it's all of these things including organizational cost of public culture process consulting which I'll explain in a bit teaming group dynamics working together effectively in teams not a problem here and it's and it's process as well everything and I think that's one thing I've learned in the last few years is when I asked questions I'm asking questions about process and one of my colleagues actually came back to me and said you know I realized when you were questioning me you weren't challenging me you're asking me what's the story behind the story and and I think that context actually will help an organization get everyone on the same page and then begin a forward motion and then of course diversity inclusion and coaching for leadership and for colleagues and facilitation is obviously inherent to that so I talked about a change process and I talked about developmental change so that's looking at looking at tools that will help an organization so much of what Judith and Kat Judith and Frederick did yesterday was involve all of these introverts involved them in the change process and not as bystanders but as individuals willing to engage in understanding that this is not just a change that I must do but this is a change that we must all do and without all it can't move forward and so the intervention that they did the activity that we did was an actual large group intervention and so that activity all of those activities accumulation of those activities is how we move the field in this case forward into engaging in diversity and inclusion in a constructive manner in a productive manner and an understanding that is forward moving so we can leave here and we all have action steps we all have decided two or three things that we're going to take with us that we're going to take back to our organization that we're all going to do individually personally we've changed right and then that comes from the very first word hello right it also so this change process can also help a current organizational culture we are where we are and we got there because of of entrenchment and of not acknowledging our differences and not engaging in those differences right so as we move forward we begin engaging in that and we use organization development consultants to work on the mindset of colleagues and work on the mindsets of each other and have those conversations to again keep going so process consulting so Judith and Frida are process consultants so they look at an issue they looked at the issue with mark for example about or diversity and inclusion and they provided an intervention and they did so in collaboration more than likely with mark he provided them information about this organization as the field as an organization and he provided the context for them to do the work so in process consulting it's always based on data so assessment let's see and process consultants can both be either external to a system or internal to a system so I know I have colleagues here or internal consultants to their university library for example an external to the system and they're able to see the perceived problem and work towards a common understanding and of the problem before working on joint working jointly on with the organization and the leadership to identify there's both the perceived problem which leadership sees but leadership it can only see so much being at the 30,000 feet you see what you can see but you don't necessarily see down to level up to down all the levels of a system so one of the the processes of data collection the first step would be to gather enough information from every level of the system and I think that is something very different that we're not used to instead of just going to the leadership and asking what's the problem okay let me solve that it's more involved and it engages different levels of the organization so that that everyone has a voice and in the problem and addressing the problem and everyone therefore can have a voice in seeing a solution and with most organization development consultants they don't do their work and leave they do their work and they come back and they check in and they reassess and they go through the action research cycle and engage in continuous development so this is the path model how many of you have not seen this okay all right not too many so so this is the path model or the formal title I've been calling the path model and I think cats and Miller call it the path to inclusion so the formal title is the path from exclusive club to inclusive organization and you can see that there are two vertical axes and a horizontal continuum and then a cross section so when I first saw this model all I wanted to do was put a sticker on it and I wanted to say the organizations that I'd work at I wanted to say we are here and so I actually did that I did a poster session and I gave people stickers and said if you identify as a pop as a population of color please put a sticker on here and if you identify someone from the majority population please put a sticker on here people took almost 10 minutes to decide and this was a difficult question and the question I put to them was library science how inclusive is it it ran the spectrum the populations of color were near the point of blue and to the left and the majority population were near the we're also near the point of blue closer to the center of the intersection and to the right and what I wanted to do was offer an awareness I couldn't do OD consulting for a whole field right it's well actually you did but I wanted to offer awareness of where where we are where the disparity is and it's that it's not just out there it's in here so with that in mind I'm hopefully going to turn this into an article in the next year so now that I've said it out loud you and me both it's on my annual review it's terrible so we spent a lot of time with this model yesterday but I'm going to go into the six stages of the path to inclusion so I'm going to use an example Judith and Fred did a much spectacular job of this but the example that I use is an exclusive club an example of that would be the Jim Crow laws that occurred in American history and as a history major I went to the historical context so moving forward so an executive sorry an exclusive club is Jim Crow laws in the United States history there were there was a clear divide of who had access and who had no access and it was actively intentionally laws that excluded the African-Americans from almost everything right so moving forward would be some 1954 the Topeka versus Board of Education being struck down and the laws the law and on that year changed but that was the first step a lot changed not necessarily a mindset and not necessarily other laws that hampered this history right so even though the laws changed it became passive by default so that would be the next stage and then we moved into symbolic differences where there were a few who opened door to see to those who were different who and those who would assimilate into the majority and then there were also those who became pioneers and they talked about that yesterday or champions advocates mentors and then we come to that cross-section that tolerance and critical mass where you tolerate the differences and it's a challenging period where you're questioning the old ways of doing things but you don't necessarily have new ways in place to change that and then the dominant culture at this point may feel threatened not unlike today so the next stage is welcoming and you move towards tolerance to accepting differences and recognizing barriers and asking questions about everything and I think that's where we are in library science today we're asking questions as to why we're not involved is more why our populations of color more in leadership why our populations of color retain being retained and then finally an inclusive organization an inclusive organization isn't an end goal that isn't a checkbox of oh I have every population of color in my employee I'm done it's more of an understanding that inclusion is an ongoing process and that it's a goal it's continuous it's it's like learning you could stop but why we're always going to be as library science as librarians we are always learning and inclusion is the same thing so the next part is this of this is part of the multicultural organization development model by Jackson and Halvina and they talk about the elements that might have to be addressed to change in this case the issues of diversity and inclusion so if we look at at these pieces of an at an organization level library science is is is steeped in whiteness right so if we look at mission and structures and roles and policies and additionally I would add tenure guidelines annual reports job descriptions generally and also internal hiring processes all of those are whether intentional or not they're exclusionary for the populations of color okay so in the long run exclusion in libraries is passive it's present and for populations of color it's very visible and there's no intentionality of this inclusion but it's still in place and the effect is the same since the reality is the reality is different than our documentation we say we're inclusive but our practice is still exclusion and I think this has been a significant impact on retention retention is going to be a significant continuous issue if we aren't going to change these policies and I think about the generations and I work with new librarians and you know I've been a librarian for 18 years I worked at I know I hate saying that out loud and I've seen a lot of different experiences and I've talked to a lot of a librarians of color and they're impatient the younger generation and I can't believe I said that out loud the younger generations are impatient and that back door they're going to use it if we don't do something if we don't change if we aren't going to be inclusive beyond name then this room will look the same thank you so those of you who unfortunately were not at the pre-conference session yesterday there's plenty of literature that's going to be shared or that I think already has been shared on the on Google Drive on our Google Drive folder sorry I encourage you to seek those materials out they're very accessible I you know they're they're wonderful I've had the good fortune of seeing the facilitators for that work in a different context and not working not with librarians so but yeah it's terrific we have plenty of time for questions and discussion so I'd like to invite anyone who has a question or point of discussion for any of our panelists are related to the topic related to assessment to and diversity equity and inclusion to please come to the mic and please indicate who you are from what institution you're representing and what your question is hi I'm Robin Miller I work at the University of Wisconsin Eau Claire so I work at a relatively small institution in comparison to many of the people in this room it's about 11,000 FTE and also it's an institution where in order to get the chancellor and the administration's attention generally information has to we find just through observe pattern has to usually relate directly to the student experience so and there are lots of obvious reasons for that related to retention and and certainly to you know tuition dollars and the idea that we're in this market where students were competing for students attention but so when when I think about that situation juxtaposed against a relatively small although very homogenous white library that definitely has the climate issues that that you've described surveying for I wonder if you have any advice about how how any library that is sort of struggling against the tide of well what do students think about it and that mentality how how a library can get administrative attention for either resources or even just you know thinking about how to improve that the climate in the library once we have that this data like how do we act on this data if our administrators have have only sort of a rhetorical response but not necessarily a resource-based response does it thank you mark so as that as the dean up here I guess I give that question so we were briefed today we didn't talk very much about University wide but and and there are probably other answers in the room so if somebody has a really good response to that I'm sure all of us would enjoy hearing it I think it goes back to the strategic plan so tying your strategic plan to the University tying specific action mission goals to the University goals so I can tell you at UNLV which is the most diverse student population in the nation when we talk about diversity inclusion equity within the libraries we're also linking it to our student population and we know that it's not only librarians and staff in the library do not mirror our student population but we also need to be aware of what we are digitizing what our collections are well there we go so that we're reflecting the student body not just in personnel but also in our collections in our services so I think if you can link it back to the University strategic priorities and then also show how the library is solving the University problems it's not just a library problem but it's a University problem the other strategy you can employ is the use of student groups so what are those students saying about it so I I know as an administrator that the Provost expects me to ask for more resources that's my job she knows that I will say we need more and I am in competition with every other dean and unit across the University however when a faculty member or in this case a student says the libraries need more because it will help me as a student that might be another way to get the attention of other administrators I hope that help but I'm sure there are other ideas in the room I was going to suggest that maybe some do you have are you following up on that not to that okay well I and I don't know if anybody if I know my colleague at ARL Sue Boffman is in the room but of course thinking mostly about larger institutions but not all of them who have gone through the live call or live call I say live call because we don't work in libraries anyway so live call and and climate call and and understanding that particularly with respect to climate call you know there's a threshold so the organization has to have to to ensure anonymity and what have you there's a certain threshold in terms of numbers but the the tie the statistical tie between service quality between commitment and organizations commitment to diversity and and and perceived perceived perceptions about set student satisfaction with library services there's there's a significant correlation there so am I am I voicing that correctly Sue yeah okay so my question is for Kiwana my name is Laura Spears I'm the assessment librarian at the University of Florida and Mike I wish you would clarify for me who your participants were exactly maybe I was having an ADD moment but because I wondered if there is some thought about appealing to different stakeholders to complete that very same audit thank you I like your work yeah oh there we go okay so the participants really were just that particular library so the audit was intentionally created for for well as I mentioned if you have one person that understands the organization they could complete the audit by themselves in theory that is not actually what happened at this organization they had a what they called a diversity team who were from different staff members administrators a library as from so from different areas of library who work together to actually complete their audit which worked best for them we did talk though about this idea of having others outside the library come and complete the audit but the first one was not intended for that it really was just for them to start with while I was there though I did speak with other constituents on campus to find out what their thoughts were about some of the library's efforts for DNI and I was able to include that in a report to the library letting them know whether or not they were being perceived the way they thought they were being perceived as whether or not they're at DNI efforts were aligning with what the university was doing and what we found was that the everyone else was saying they wanted the library to do more in those areas and they didn't understand why the library wasn't doing more with the DNI areas the library was wondering why people weren't asking them to do more about the DNI and so we got a sense of the silos which I think we all recognize that most of our organizations are siloed or institutions are siloed and libraries within themselves are very siloed so what we discovered was that they actually had disability services inside the library but nobody from disability services had told them that the equipment being used for the library was so out of date it couldn't be used anymore and to me that made absolutely no sense I'm like disability services is a tenant in your building and no one has told you that your equipment is out of date how is that possible and so that was kind of that disconnect we saw all between what was really going on and what they had access to and what others saw them doing and the fact that nobody was talking so I wanted to in many ways try to do a separate audit but unfortunately I wasn't paid for or given time to do a separate audit that would look at the external grouping I would love to have had faculty do one students do one the local community where they're located they have a huge public population that comes in it would have been night and their public population like many looks nothing like the population that's running the library and that that was actually pointed out as one of the major issues they have there is that they don't look anything like their student body they don't look anything about like their public who come in I would have loved to have been able to do that as well but that would have taken a slightly different study to be done so to help thank you hi my name is Arthur from Boise State University and my question is also for Koana about the audit which I really hope we can talk after this because my graduate work is actually creating a diversity audit for academic libraries so my my sort of question slash thoughts is I'm I'm really happy to see the sort of the scoring rubric that you came up with when I was trying to come up with mine I was looking at just basically what were people publishing like in their documents and their mission their value statements all of that but also looking at the university why like what's the university doing on a university wide-scale and how is the library playing a role in that but also looking at state legislators and I win really really generally my kind of my question is where do you see this going forward I know that you say you said that the scoring kind of gives libraries a view about where they're at but when I when I looked at it I noticed that maybe like schools that scored low maybe in LA had a little bit different demographics than a school in Iowa so what kind of recommendations do you give or did you give that university saying here's how you can improve it based on their current demographics based on what they're already doing one of the things I've noticed is that schools in very like LA which is has a very large Hispanic population they weren't necessarily so proactive about diversity initiatives because it's probably already built in as part of that sorry that's how the city's built so yeah so what kind of recommendations do you do you give to a library based on their score we'll also take it into consideration where they're located geographically and who works there and actually that was one of the first things we talked about what this does is show you where you may have work to do it's still up to you as a library to decide where to start doing that work and so one thing we talked about was looking at the results and then aligning that with our population what are we actually dealing with here I will say though that the audit itself if you look at the questions is built in a way that's general enough where even if you are in a high public surveying institution with with HSI that's really high or your APSI that's really high you can still score about the same as anyone else if you're not doing certain things that should be done anyway so if you're not integrating something into your strategic plan that's a problem regardless whether it's DNI or something else it needs to be in your strategic plan as you were as you were mentioning so in that way it's going to be universal but it's also why I do talk about needing to be tested I would love to test it in a different environment I'd love to see it in an environment that has a higher population of staff of color and you know librarians of color just to see if there is going to be a distinction there I'd love to see it at a small liberal arts college to see what it looks like there I'd love to see it you know an institution that focuses more on science and technology I think it would give us a sense of whether or not it actually does apply across regardless of those different types of communities because that's really what you're shooting for for this type of instrument you want something that no matter who completes it if it's an academic library doesn't matter what part of the country you're in doesn't matter how many students you have doesn't matter how many faculty you have if you get a score that falls between 0 and 28 then you would have gotten that score regardless of being in Florida in New York in Texas anywhere else so but it definitely has to be tested for that exact reason yeah because I have no way of guaranteeing that especially since I built it for a library that is in actually a very diverse community even if the library itself is not so yeah but you are absolutely right so and I definitely would love to talk to you more about what you're up to other questions comments we needed the espresso bar is that what's going to happen in the okay well we will wrap things up we have a little bit of a break before our reception which is going to be in the same venue where lunch was being served and breakfast and lunch let me just a couple of reminders I guess it's in the stardom starting at 5 30 p.m. so you have time to catch up on your email we reconvene here tomorrow with breakfast starting at 8 o'clock and with two programs one dealing with micro aggressions in the galaxy room and the other entitled identifying and deconstructing deconstructing dominant privilege in libraries in archives in the universe room also a reminder that we do have the the post-its the large the large flip chart post-its with the topics for the unconference so again this is not committing you to anything we're not going to check your name and registration at the death at the door at the table but please indicate sign up for a round one topic and sign up for around two topic and that will help us get it organized around those discussions tomorrow at the very very latter part of the day okay so any questions I thank you for your time for your attention it was a packed room and let's thank our panelists