DEI is Dead OR Long Live DEI?

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By Ian Coyle
May 9, 2025

This is not an article about DEI. This is an article about DEI. DEI is dead. Long live DEI.

This may be a provocative article to some.

Diversity, equity and inclusion (DEI) is in the news of late. President Trump is on the warpath to eliminate references, cancel programs, threaten funding cuts for higher ed programs and other associated response plans to rid DEI programming in the Federal government and likely many non-Federal entities that rely on Federal funding. Companies and organizations in all sectors, but primarily as I see it initially in the private sector, are tripping over themselves in response to undo their own (formerly trumpeted) homegrown DEI efforts, to include program and position elimination and budget cuts. Others, to the contrary, are doubling down and proudly wearing their continued DEI championing as a badge of honor.

To which I say, fine but …

This is not a statement on the cost, benefit nor efficacy of those programs on the radar for President Trump and others. Nor is it an assessment of how some went over the top, some missed the mark, some did not do enough and some perhaps negatively hypercharged the effort, leading to what some critics claim were practices substantiating the same discriminatory practices the programs sought to counter.

This is instead a statement, particularly for those that work in the field of public administration, to reflect inward and ask oneself—are there elements of work, my organization, that—if objectively evaluated—need D, E, I or A (accessibility) related improvements, and if so, what am I doing about it?

The movement related to the importance of diversity, equity and inclusion—particularly in government—is facing a reckoning, specifically at the Federal level such as these bans, campaigns to rid institutions of DEI influences, pressures on private sector companies, funding hold-ups and investigations in the higher-ed space.

My commentary here is not related to, but is still influenced by, these events. With respect to the work I do in the executive recruitment space, I still think it’s admirable to advance actionable strategies to ensure candidate pools are diverse. Diversity of: race, gender, ethnicity, government served (municipal or county), demographic served (affluent or economically challenged communities), population served (rural or urban) and experience (government or non-traditional candidates). This impacts community trust and decision-making. It’s also the honorable way to go about a recruitment.

I also think of it as a moral imperative for more seasoned public sector leaders to contemplate their career trajectory and life situation and ask themselves—did I get a leg up here and there because _________ (likely), and if so, how do I pay it forward to others? This gets into the equity and inclusion aspects. For some of my early government positions, my father knew a guy or someone knew a guy to call. That was my leg up. Many do not have that privilege. Now, I worked to get to where I am today, bootstraps and all and walking to school uphill both ways through the snow (ok maybe not the last part, but there was snow)—but I am not too proud to acknowledge some of those tiny touchpoints along the way that I benefited from—many related to my life situation—two working parents, no overt racism against me, stable housing, safe neighborhood, mentors, alumni connections, etc.

My work in the realm of what some call DEI has never been about quotas or checking boxes. It’s about the promotion of street-level, 1:1 level, connection-building, profession-advancing, forward-paying work.

As you perhaps contemplate this evolving world of DEI and public administration and ask what is one to do—especially if there are some suppression efforts on formal positions/plans and specific DEI programs—here is some advice through examples to still make advancements on this issue in a positive direction:

Example 1 – Ask yourself, within your local government, is the staff reflective of the community that you serve? If it’s not, do you have an obligation to try and move the needle on that in a positive direction? What are you doing about it? You don’t need a DEI mandate to talk to your high schools about career paths in your local government.

Example 2 – Within your internal structure, are policies, programs and services equitable and accessible for all residents? Reflect on the challenge of a hard of hearing individual and public meetings. Contemplate how a home-bound senior accesses services. Think about English as a second language residents and how they communicate with their local government. What about those residents of low income means?

Example 3 – Are there populations in your community that are historically un-involved or underrepresented in the doings of your local government? Work on simple, productive ways to conduct proactive outreach to them.

Example 4 – With respect to your staff, are they trained and up to date on best practices in this area?  DEI training took a beating over the last few years, I get it – but themes and elements are worth maintaining. What about talking on subjects like—the (legal and illegal) immigrant experience? What about poverty simulation exercises? An honest reflection to examine our biases? Learning about other cultures and walks of life and political differences, from the perspective of personal and professional enrichment? Book clubs to tease out candid discussions on sensitive subjects? 

To me, there are (usually better) opportunities galore to advance the organization and the profession and “the person” around the very worthy subjects of diversity, equity, inclusion and accessibility without running aground in controversy. I would assert that we didn’t need mandates, programs, positions and departments to champion these causes before, and if they are under fire, so be it. Find a way and blaze your own path!

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Author: Dr. Ian M. Coyle, ICMA-CM is the former  County Administrator in Livingston County, NY. He worked in government for 20+ years and has taught MPA courses for a variety of universities. Through his firm, Pracademic Partners, Ian provides consultative assistance to public-sector focused organizations in four key areas: executive search; management consulting; executive/leadership coaching; and teaching, training & professional development experiences. Email: [email protected]

 

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