This case study examines plausible efforts to institutionalize diversity in a higher education setting so it becomes part of the strategic mission, and permeates the interactions, discussions, and operations. Review of literature, surveys, and in-depth interviews are conducted at a Massachusetts institution to gather information from faculty, staff, and students regarding curriculum, programs, faculty development, leadership, and campus climate to determine the historical background, current status, and perceptions of the campus community. The Dimensions of Campus Diversity model, developed by the American Association of Colleges & Universities (AACU), Ford Foundation et al. in 1993, is used to analyze existing gaps in the case study environment. Limitations of the research include there was only one case study, time constraints, and a small qualitative sampling. The audit indicates diversity needs to be valued, and is critically important to create an inclusive environment. Respondents indicate comfort in discussing their background enhances their ability to identify with the university. Diversity classifications across groups should have as much opportunity for advancement as others. The AACU model is integral in addressing problematic institutional practices and assessing progress. Institutional transformation requires a clear vision, diversity and inclusion function, infrastructure, customized efforts, and multi-level participation. Further longitudinal research is recommended concerning how student perspectives change from freshmen to senior year, and whether there was an impact on businesses with student hires. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]