The work is not over. There's always farther to go - but it's time to acknowledge the results from the beginnings of our major efforts toward racial equality, equity and justice.
Following the tragic events during the summer of 2020, and the national reckoning over racial injustice, inequality and inequity, the Task Force for Racial Equality was charged with identifying how Georgia State could address issues at the institution and it could contribute to fostering conversations and identifying solutions for its students, faculty, staff and society.
Following the Task Force's recommendations, the university administration laid for an ambitious action plan in three phases, involving groups and units from across the institution:
- Fall 2020
- Spring 2021
- Summer 2021 and Beyond
Too often, reports and recommendations wind up on shelves to gather dust. This page does not reflect that, nor does the first action plan progress report from February 2021.
Following these three phases, this report reflects the concrete actions Georgia State has taken to put words into deeds and provides for an accounting of its activities in working to uphold its commitments. As of the publication of this report, more than 90 percent of the action items have either been completed or are in progress.
The university acknowledges its work is not over. But it is important to provide a look back at what has been achieved in this first set of steps on a long, but vital, road toward justice, equity, diversity and inclusion for all.
The tables below provide updates to the original tables as published in the first action plan report from February 2021.
Guide to Abbreviations/Acronyms
- AA/EO or AA/EEO
- Affirmative Action/Equal Opportunity or Affirmative Action/Equal Employment Opportunity
- Academic Year
- Board of Regents
- Center for the Advancement of Students and Alumni
- Chief Diversity Officer
- Center for Excellence in Teaching, Learning & Online Education
- Collaborative on Academic Careers in Higher Education
- Center for Studies on Africa and its Diaspora
- Calendar Year
- Diversity, Equity and Inclusion
- Higher Education Data Sharing Consortium
- Implementation Steering Committee for the Next Generation of Faculty Initiative
- Office of Diversity Education Planning
- Standard Operating Procedure
- Science, Technology, Engineering and Mathematics
- Teaching and Learning Communities
- Underrepresented Groups
- Underrepresented Minority
- University System of Georgia
Hallmarks of Inclusive Excellence
In these tables, action items are listed under different "themes," or categories, of inclusive excellence. Originally defined by the University of Wisconsin, Georgia State bases its themes of inclusive excellence based on hallmarks originally developed by the University of Wisconsin system:
- Thorough institutionalization of equity and diversity where they are embraced as core values and used to inform campus decision-making, educational practices, and policy-making;
- Greater compositional and equitable representation of diversity among faculty, students, staff, and other university personnel;
- Steady and significant rates of retention and upward mobility for faculty and staff who are members of underrepresented populations;
- Improved campus climates that provide a strong, abiding sense of belonging and community for all students;
- Steady and significant increases in the retention and graduation rates for all students;
- Better alignment and cohesiveness between diversity efforts and other institutional initiatives, particularly those that focus on excellence in undergraduate education;
- Greater numbers of students who possess the requisite multicultural competencies they need to navigate an increasingly diverse democracy; and
- The enhanced capacity of the university to meet the ever-emerging and complex needs of its students, the state, and society, now and in the future.
The original web link as published in the first Georgia State Action Plan Progress report to these hallmarks no longer functions as of August 11, 2022. However, the hallmarks have been saved using the Internet Archive's Wayback Machine, a service which keeps a record of previous web pages. The archival link is http://web.archive.org/web/20190310200014/https://www.wisconsin.edu/inclusive-excellence/hallmarks/.
Updates to Table Entries
These charts were originally published in the initial action plan report at the end of Calendar Year 2020 (visit this link to read the original action plan report). Some entries in this table have been left as-is and reflect the originally published information, as there are no further updates to include. However, other elements have been updated during the fall 2022 semester as other important developments have happened, which need to be included here.
These tables were modified based on those in the original report, and were last updated on August 15, 2022.
If you are from a relevant division listed as a responsible party in one or more of the tables below, and have an update to an entry which you need to share in the future, you are encouraged to contact firstname.lastname@example.org as soon as possible.
Original Documentation: Initial Task Force Report, Initial Action Plan, and First Progress Report as Published
Find the original documentation for all reports and plans at the links below. All reports are PDFs that will open in new windows.
Task Force for Racial Equality
- Initial Report of the Task Force for Racial Equality
- Addendum to Task Force Recommendations
Action Plan & First Progress Report
NOTE ABOUT PERSONNEL: Several of the personnel listed in this chart, originally published at the end of calendar year 2020, are no longer full-time employees at Georgia State, including Kim Siegenthaler (8/2/22) and Linda Nelson (retired at the end of FY 2022).
Numbers in brackets following names of acronyms, either in regular font style or in superscript font style (example: this is superscript text) are referencing footnotes. You can find these footnotes under this table. These acronyms are also referenced in the guide in the section above.
|1. Create Police Action Plan that evaluates current practices to ensure equitable treatment and accountability; consider creation of an Advisory Accountability Board||Task Force for Racial Equality||Interim Chief Anthony Coleman||Office of the President||Institutionalization of Diversity|
|The police department did a review of all policies related to items such as chokeholds, retraining procedures, stun grenades, Crisis Intervention Training, Mental Health First Aid, body worn cameras, and duties to report. The findings indicate that GSU PD had previously banned all tactics in question and has implemented policies toincrease police accountability. Additional training will be implemented as follows:
For further information, click here to read the GSU PD Action Plan update: https://dei.gsu.edu/gsupd-action-plan-cy-2020-progress-report/.
|2. Create Human Resources/AAEO Action Plan to review and propose policies around training, equity and inclusion; evaluate feasibility of implementation of mandatory bias training||Task Force for Racial Equality||HR: Linda Nelson||Office of the Provost||Institutionalization of Diversity|
|Recruiting and onboarding processes are under review for changes that could improve racial equity, with completion targeted for June 2021 and implementation by the end of December 2021.|
|The Office of Diversity Education Planning (ODEP) and the Office of AA/EEO Training and Compliance have offered an expansive array of courses on numerous matters around equity and inclusion, including those listed in Action Items 6 and 24.|
|ODEP provides a course as part of New Employee Orientation introducing participants to the concepts of diversity, inclusion, belongingness, and cultural competence, and why being culturally competent is important for individual professional growth and overall organizational success. ODEP also offers a session on managing bias and microaggressions in the workplace.|
|For further information, click here to read the HR Action Plan.|
|3. Ensure that diversity, equity and inclusion (DEI) issues are included in the next university strategic planning process||Task Force for Racial Equality||President||Provost||Institutionalization of Diversity|
|This process was placed on hold until the selection and arrival of the next President of Georgia State in August 2021. In the new strategic planning process for the next decade, DEI issues are being considered and are also a key part of one of President M. Brian Blake's strategic pillars: identity and placemaking. Read more on the Strategic Plan website at https://strategic.gsu.edu/pillars/.|
|4. Support continuation of the University System of Georgia’s test optional admissions strategy||Task Force for Racial Equality||President||Provost||Institutionalization of Diversity|
|As a unit of the University System of Georgia (USG), Georgia State follows system directives on these policies, first enacted as a result of the COVID-19 pandemic. The university will continue to follow the current strategy and support its execution.|
|The university is reviewing performance data for those students admitted under test optional admissions in 2020 to help shape future admissions strategies.|
|5. Support the USG Chancellor’s initiative to rename buildings honoring segregationists||Task Force for Racial Equality||President||Provost||Institutionalization of Diversity|
|Following the tragic events of the late spring and early summer of 2020, the USG tasked an advisory group to review and study the names of college and university buildings which were named for segregationists. The Office of Institutional Effectiveness solicited feedback from the university community in a voluntary survey located at the USG’s website. The final report of the advisory group is available here on the Georgia State DEI Resource Library website: https://dei.gsu.edu/resource/naming-advisory-group-usg-final-report/. The Regents, which must approve of the naming or renaming of buildings at its 26 public colleges and universities, issued a statement about the report and future actions, available here: https://www.usg.edu/naming_advisory_group. [NOTE: This is an update from the text which originally appeared in the first issuance of this table, as the advisory group's report had not yet been published. It has been revised for reporting in 2022 so that the Georgia State community can understand what happened and why with this matter.]|
|6. Review sufficiency of current training for faculty and staff on creating inclusive learning and working environments; expand opportunities as necessary||Task Force for Racial Equality||Kim Siegenthaler; Linda Nelson||CETLOE; HR||Institutionalization of Diversity Data-driven Programming & Decision Making|
|An assessment revealed 12 training resources for faculty related to inclusive learning and 27 training resources for faculty and staff on inclusive working environments offered through the Center for Excellence in Teaching, Learning & Online Education (CETLOE) and the Office of Diversity Education Planning (ODEP). CETLOE and ODEP will develop additional resources as needs are identified.|
|Examples of training include, but are not limited to:
|Improved visibility of resources and additional communication about opportunities will be undertaken to increase awareness and participation. CETLOE will revise its website and e-newsletters to better highlight these resources.|
|For further information, click here to read the HR Action Plan.|
|7. Engage with Georgia State University Foundation leadership to ensure that financial holdings and investments are equitable toward communities of color and other marginalized populations||Task Force for Racial Equality||Jay Kahn; Provost||GSU Foundation||Data-driven Programming & Decision Making|
|The Foundation employs an equity management firm that is minority owned, with most of the Foundation’s investment committee being persons of underrepresented minority groups.|
|Among the factors the Foundation considers in investing decisions are employee composition, community engagement, corporate spending, and corporate ownership.|
|The Foundation recently invested in a Core Impact Bond Fund, which invests in securities that demonstrate environmental, social and governance (ESG) leadership, and/or direct and measurable environmental and social impact.|
|The Foundation’s investment manager, Northern Trust, is developing a new Private Equity Fund with a focus on diversity and inclusion. This “Forward Fund” will seek out private equity firms that exhibit strong diversity and inclusion attributes.|
|8. Ensure racially diverse perspectives in critical decision-making among senior leadership, to include the creation of the position of Vice President of Diversity, Equity, and Inclusion that will report directly to the President||Task Force for Racial Equality||Provost||Office of Faculty Affairs||Compositional & Equitable Representation; Institutionalization of Diversity|
|Out of four national executive searches concluded in calendar year (CY) 2020 at Georgia State, two of the positions (Associate Provost for Faculty Affairs and the permanent Dean of the Lewis College of Nursing and Health Professions) were filled by persons of color.|
|Search firms were directed to identify and recruit diverse candidates as part of the pool for the two national executive searches being conducted in spring 2021 (permanent Dean of the School of Public Health and Dean of the College of Law).|
|The Provost and Office of Legal Affairs have consulted with the Task Force for Racial Equality Subcommittee on Institutional Change, ODEP, and other faculty and staff to receive feedback on the knowledge, skills and vision needed for this position and are currently working on drafting a position description. Because of the strategic planning process, a search for an institutional VP for DEI is on hold as of August 2022.|
|9. Mandate implicit bias training for faculty and administrator search committee chairs; evaluate sufficiency of opportunities for training campus-wide||Task Force for Racial Equality; Implementation Steering Committee||Office of Faculty Affairs||Human Resources||Data-driven Programming & Decision Making; Institutionalization of Diversity|
|The Office of Faculty Affairs conducts mandatory best practices in hiring trainings with search committee chairs and department chairs. The office will explore the implementation of an online training program for fall 2021.|
|10. Create a series of diversity dialogues to include at least one Presidential Town Hall, as well as engagement with the Center for Studies on Africa and its Diaspora (CSAD)||Task Force for Racial Equality||Provost’s Office: C. Byrd||Campus Climate & Belonging|
|The Special Advisor to the Provost created the Diversity Dialogues series for academic year (AY) 2020-2021, launching with a Presidential Town Hall in September. The five sessions were developed in collaboration with the Office of the President, Office of the Provost, Office of Faculty Affairs, the Task Force for Racial Equality, and Center for Studies on Africa and Its Diaspora (CSAD) (https://dei.gsu.edu/diversity-dialogues/).|
|11. Engage with the Dean of the Graduate School to identify ways to create additional resources and support for graduate students who are mistreated because of racism or discrimination||Task Force for Racial Equality||Lisa Armistead; Student Affairs: Dean of Students||Campus Climate & Belonging|
|The Graduate School has identified currently available resources and is exploring additional support to fill in gaps.|
|12. Roll out DEI Website & Communications on DEI Efforts||Office of the Provost||Provost’s Office: C. Byrd||Campus Climate & Belonging|
|Following the tragic events of May and June, the Office of the Provost created a set of interim DEI assistance pages at the Provost’s website to help the university community identify resources such as counseling, the Multicultural Center, university policies, clubs and organizations, helpful videos and readings, and information about the Task Force for Racial Equality.|
|The permanent Diversity, Equity and Inclusion website was launched in Fall 2020. It provides an inventory of diversity initiatives across Georgia State and indexes all programming with the THRIVE inventory. The Diversity Database at the DEI site provides a keyword searchable tool that provides information for more than 140 programs and initiatives across the institution.|
|Similar in concept to the Diversity Database, in Fall 2020 the Office of the Provost began work on a keyword searchable Resource Library, which will provide a repository of general interest and academic publications, including those of Georgia State faculty, books, helpful website listings, videos, podcasts, social media channels to follow, other multimedia, and additional materials which address DEI issues. The Resource Library is anticipated for launch during the latter half of the Spring 2021 semester.|
|A new DEI e-newsletter to students, faculty and staff was launched in November 2020, providing a roundup of news, events, opportunities, and highlights from the Diversity Database.|
|The existing Office of the Provost e-newsletter during 2020 included items related to Georgia State’s DEI efforts and the DEI site launch. The Provost has engaged in and will continue frequent communications to campus regarding DEI efforts through the office’s website and campus email distributions. The Office of the Provost also created a Sharepoint portal for students, faculty and staff to view and participate in the Diversity Dialogue conversations.|
|13. Begin work on DEI office & VP search||Office of the President||Provost’s Office||Institutionalization of Diversity|
|In the original table for Phase I as reported in early 2021, it was reported that the search for the Vice President of Diversity, Equity and Inclusion would be conducted when the next president of Georgia State arrived in mid-2021; the Provost and Office of Legal Affairs consulted with the Task Force for Racial Equality Subcommittee on Institutional Change, ODEP, and other faculty and staff to receive feedback on the knowledge, skills and vision needed for this position and worked on drafting a position description. At the time of this table's revision and formatting on the DEI website in August 2022, the university's strategic planning process is taking into account DEI and any future decision about this position will be made later.|
|14. Implement Training Workshops for All Leadership above the Chair Level on DEI||Office of the Provost||Provost’s Office: C. Byrd||Office of Faculty Affairs||Institutionalization of Diversity|
|In Spring 2021, Dr. Anneliese Singh, Ph.D., LPC, Associate Provost for Faculty Development and Diversity/Chief Diversity Officer at Tulane University, led multiple DEI training sessions for the President, his cabinet, Provost, Associate Provosts, Deans, Associate Deans and Department Chairs.|
|15. Analysis of existing climate Surveys (i.e. COACHE, student & staff climate surveys, diversity audit-colleges)||Office of the Provost||Office of Institutional Effectiveness||Provost’s Office: C. Byrd, Implementation Steering Committee & Office of Faculty Affairs||Data-driven Programming & Decision Making|
|URM faculty responses to the COACHE survey were identified and analyzed in October with the faculty at Diversity Dialogue II: URM COACHE Survey feedback session.|
|The Provost hosted discussions in late 2020 with each Faculty Affinity group to receive feedback on the COACHE Survey. Members of the Implementation Steering Committee also hosted structured feedback sessions with faculty and staff around campus. All data collected were used in conjunction with the COACHE faculty survey results to identify action items to improve faculty recruitment, promotion and satisfaction, as well campus climate. An action plan was launched and an end-of-cycle progress report for COACHE was issued in mid-2022.|
|All colleges reviewed college-level COACHE data to identify action items to improve faculty recruitment, promotion and satisfaction, and climate within the colleges, and created their own action plans.|
|A staff climate survey was completed in 2019 and the results were shared in 2020; since the time of the original publication of this progress table, a new report was completed in 2021.|
|A student climate survey was conducted in Fall 2021.|
|16. Develop leadership training targeted to the advancement of women and people of color||Office of the Provost||Office of Faculty Affairs||Curtis Byrd; Linda Nelson||Compositional & Equitable Representation|
|The Office of Faculty Affairs, in collaboration with the Advancement of Women Council, drafted a proposal for a leadership training program with a mentoring component for women faculty. The proposal has been shared with the Faculty Affairs Committee of the Senate and the Office of Faculty Affairs Council (Associate Deans of Faculty Affairs) for feedback. The feedback has been submitted to the Associate Provost for Faculty Affairs for review.|
|Additional information is available in the HR Action Plan.|
|17. Continue development of inclusive hiring, promotion and retention practices, including the creation of a comprehensive mentorship program for faculty, support for faculty affinity groups, and implementation of best practices across the board for all search committees||Task Force for Racial Equality||Deans||Office of Faculty Affairs||Compositional & Equitable Representation|
|Kavita Pandit, Senior Advisor to the Provost (Executive Coach and Senior Advisor to the Provost eff. July 1, 2022), led an an ad hoc group from the Office of the Faculty Affairs Council (Associate Deans of Faculty Affairs) to develop a university-level mentoring plan. The plan was approved and is being implemented.|
|Colleges and schools have acted on the items below:
|Some of the other initiatives include ensuring heterogeneous search committees, advertising vacant positions in various outlets to attract diverse candidates, and including inclusive language in position postings.|
|The Lewis College, Robinson College of Business, School of Public Health, Honors College, and the College of Arts and Sciences have all established groups focused on equity and inclusion at the college/school level. Some of the work these groups are charged with include reviewing promotion and tenure outcomes, listening sessions, working with external partners, supporting affinity groups, and promoting retention strategies.|
|18. Identify and implement recommendations on ways to hire Black faculty in greater numbers, expand professoriate diversity pipeline programs, and enhance campus community climate||Task Force for Racial Equality; Implementation Steering Committee||Office of Faculty Affairs||Deans||Compositional & Equitable Representation|
|The Office of Faculty Affairs created an Inclusive Hiring Guide. This guide will serve as the foundation for creating standard operating procedures (SOP) for all hiring. Providing equity in the hiring process is the first step to increasing the diversity of the faculty. In addition, Georgia State's participation in the McKnight Fellows, Southeastern Regional Education Board, and other events to recruit diverse faculty has yielded new hires of faculty from underrepresented backgrounds.|
|Additional information is available in the HR Action Plan.|
|Pathways to Attaining the Doctoral Degree at Perimeter College (PADD-PC): The Graduate School and Perimeter College’s new and innovative program will assist Perimeter faculty to pursue and complete their terminal degrees by providing reduced teaching assignments for faculty who are in the USG’s Tuition Assistance Program. This will help with both diversification of academic leadership and enhance community climate:
|19. Continue university funding for the Center for Studies on Africa and Its Diaspora (CSAD)||Task Force for Racial Equality||President||Provost’s Office: C. Byrd||Campus Climate & Belonging|
|CSAD, which was launched in 2020, was created as a result of a transformative recommendation by the Commission for the Next Generation of Faculty. The university has committed ongoing funding and resources to support CSAD’s growth and development. An inaugural exectuive director was hired effective fall semester 2022. Click here to learn more about CSAD.|
|20. Evaluate software to track faculty hiring and retention||Implementation Steering Committee (ISC)||Office of Faculty Affairs||HR: Linda Nelson||Data-driven Programming & Decision Making|
|In the original version of this progress report, Georgia State reported that USG mandated that all system institutions use PeopleSoft as their hiring software, and Georgia State was to be in phase five of the implementation. This project was temporarily on hold due to COVID-19. As of August 2022, the university is now implementing PeopleAdmin as a campuswide system that will track faculty hiring (advertisement, recruitment, selection, and hiring approvals and repository). As of August 2022, the USG is allowing Georgia State to delay a move to PeopleSoft E-Careers until other statewide decisions are made and continue implementing PeopleAdmin as our faculty recruiting platform and hiring workflow. The university is continuing to use Digital Measures as well.|
|For further information, click here to read the HR Action Plan.|
|21. Create Diverse Faculty Alliance and faculty identity organizations||ISC||Provost’s Office: C. Byrd||Campus Climate & Belonging|
|The Special Advisor to the Provost worked with the Implementation Steering Committee (ISC) for the Next Generation of Faculty initiative to develop the framework of the Diverse Faculty Alliance (DFA) and faculty identity groups. Based on survey responses from faculty, six faculty affinity groups were formed: Faculty of the African Diaspora Association (African American/African Diaspora), Asian/Asian American Faculty Identity Group, LACCHI (Latinx), PRISM (LGBTQ+), GSUVETS (Veterans), and a Women’s group. More information is available here. An additional group for department chairs was formed after the publication of the initial action plan progress report.|
|22. Continued support and expansion of pipeline programming for graduate students of color to move into the professoriate||ISC||Lisa Armistead||Curtis Byrd||Compositional & Equitable Representation|
|The Graduate School has implemented several strategies toward a more diverse graduate student body:
|The Graduate School offers a range of professional development opportunities to support progression to the doctoral degree, including:
|The Center for the Advancement of Students and Alumni (CASA) into Graduate and Professional Programs promotes the diversification of academia and academic leadership through multiple initiatives:
|23. Evaluate feasibility and desirability of programs of targeted recruitment of URG faculty, including funding from Provost’s Office||ISC||Office of Faculty Affairs||Provost’s Office: C. Byrd; HR-Linda Nelson||Compositional & Equitable Representation|
|The Office of Faculty Affairs will review the Provost’s Visiting Scholars program and make recommendations regarding its use to aid in diversifying the faculty.|
|24. Examine hiring and onboarding practices starting with the university Affirmative Action Plan||ISC||Office of Faculty Affairs||Linda Nelson||Data-driven Programming & Decision Making, Compositional & Equitable Representation|
|2022 update: AA/EEO Investigations and Hiring is now named Equity & Civil Rights Compliance. The names are maintained below for the historical record.|
|The Office of Faculty Affairs, in collaboration with Human Resources, has completed a fall workshop on faculty hiring for all department chairs and search committee members. These workshops will continue and in the future interactive training modules will be developed.|
|The Office of AA/EEO Investigations and Hiring examines AA/EEO related complaints, including discrimination and sexual harassment, monitoring faculty and staff hiring procedures, and developing and implementing the university’s Affirmative Action Plan.|
|The Office of AA/EEO Training & Compliance provided training to new employees as part of New Employee Orientation, including training on prevention of harassment and discrimination. During new faculty orientation in the colleges/schools, training was offered regarding AA/EEO resources and policies.|
|For further information, click here to read the HR Action Plan.|
|25. Develop Uniform Procedures for hiring to minimize implicit bias.||ISC||Office of Faculty Affairs||Linda Nelson||Data-driven Programming & Decision Making, Compositional & Equitable Representation|
|The Office of Faculty Affairs continues to work on and refine inclusive hiring practices as a first step in changing the hiring culture. The Associate Provost for Faculty Affairs worked with an ad hoc group from the Implementation Steering Committee to develop standard operating practices for hiring at Georgia State. The Associate Provost will also be working closely with the Provost to determine how best to utilize programs such as the Visiting Fellows Program to impact faculty diversity.|
|At the time of the original report, for all employees, recruiting and onboarding processes were under review for changes that could improve racial equity, with completion targeted for June 2021 and implementation by the end of CY 2021.|
|For further information, click here to read the HR Action Plan.|
 Affirmative Action/Equal Opportunity.
 Affirmative Action/Equal Employment Opportunity.
 Collaborative on Academic Careers in Higher Education.
 Underrepresented Minority.
 Implementation Steering Committee for the Next Generation of Faculty Initiative.
 Science, Technology, Engineering and Mathematics.
 Underrepresented Groups.
|26. Evaluate feasibility of inclusion of diversity module for freshmen orientation beginning as early as Fall 2021||Task Force for Racial Equality||Student Affairs: Allison Calhoun-Brown||Data-driven Programming & Decision Making|
|Georgia State incorporated a diversity module into GSU 1010 and PCO 1020. The module was piloted with the vendor EverFi in Fall 2020. In Fall 2021, we expanded the programming and changed the format.|
|27. Explore feasibility and parameters of racial impact statements||Task Force for Racial Equality||Provost’s Office: C. Byrd||Office of Faculty Affairs||Campus Climate & Belonging|
|This item continues to be discussed. The relevant impact of such an effort is to ensure that Georgia State takes issues of racial disparity into account when making decisions.|
|28. Evaluate opportunities for DEI Training for faculty and staff across the board||Office of the Provost||Office of Faculty Affairs; HR||Data-driven Programming & Decision Making|
|The Office of Faculty Affairs, the Ombudsperson’s Office, and Human Resources continue to offer workshops across the campus. DEI-related seminars are also provided in regular intervals as well as upon request. Additionally, the Office of the Provost's Communications Manager in conjunction with staff from Human Resources have curated a collection of on-demand training courses related to DEI available at no charge to faculty and staff using the university's LinkedIn Learning subscription. These courses are listed and available at the DEI Resource Library at https://dei.gsu.edu/resource-library/browse/on-demand-training/.|
|29. Complete selection process for new VP of Institutional diversity||Office of the President||Institutionalization of Diversity|
|In September 2020, President Mark Becker announced that he was resigning. At that time, Dr. Becker thought it prudent to allow the incoming president to consider this request. Dr. Blake became the president in August 2021. In late April 2022, he charged the Interim Provost with requesting the Cultural Diversity Sub-Committee of the University Senate to prepare a white paper on hiring a VP for DEI. The document will include information such as, but not limited to, the roles and responsibilities for the position, data on the state of Chief Diversity Officer (CDO)/VP for DEI hires, office structure, etc.|
|30. Create social justice programming and pathways for co-curricular transcripts||Task Force for Racial Equality||Faculty Senate; Student Affairs: Allison Calhoun-Brown||Campus Climate & Belonging|
|Georgia State created social justice programming in Student Engagement. The website now allows students to search for programs related to social justice. Students can also search for events and organizations focused on social justice in the Panther Involvement Network (PIN). Students can track their involvement in PIN and generate a document that records all the activities they have completed in a particular area, including social justice.|
|31. Review the use of Student Evaluations of Instruction to evaluate for bias||Task Force for Racial Equality||Faculty Senate, Deans||Office of Faculty Affairs||Data-driven Programming & Decision Making|
|Georgia State recently changed the student evaluations of instruction to be more holistic and not depend on one or two questions to assess faculty teaching. The Faculty Affairs Committee of the University Senate decided to wait and evaluate the impact of the most recent changes as they are grounded in best practices.|
|32. Conduct student campus climate survey if feasible or develop survey to be implemented the next academic year||Task Force for Racial Equality||Student Affairs: Allison Calhoun-Brown||Data-driven Programming & Decision Making|
|Georgia State explored the use of the HEDS survey. The implementation was delayed last year due to the pandemic. A student survey was conducted during AY 2021-22|
Summer 2021 & Beyond
|26. Hiring of VP of Institutional Diversity||Office of the President||Provost||Institutionalization of Diversity|
|27. Development of DEI Planning, based on Strategic plan (5-10 years)||Office of the President||New AVP for DEI||Provost||Institutionalization of Diversity|
|28. DEI Reorganization Planning||Office of the President||New AVP for DEI||Provost||Data-driven Programming & Decision Making|
|29. Evaluate feasibility and parameters of an Office of Community & Campus||Task Force for Racial Equality||President||Provost||Institutionalization of Diversity|
|The items above have been shared with the Strategic Planning Committee and will be discussed with the university community to determine a recommendation for next steps.|
Writer/Editor: Jeremy Craig, Communications Manager for the Office of the Provost
Editor/Supervisor: Nicolle Parsons-Pollard, Interim Provost
Based on original tables by Dr. Parsons-Pollard, Curtis Byrd, Ed.D., et al.