|Submission Date||Feb. 27, 2015|
|1.00 / 1.00||
Asst. to VP ODI
In 2011, through surveys, focus groups, and formal and informal discussions with students, faculty, staff and alumni, the University assessed the campus diversity and inclusion climate. Additionally, the President's Council on Diversity and Inclusion
held open forums, with the university President and senior leadership on the main Foggy Bottom campus and the Virginia campus and gathered feedback from over 300 students, faculty, staff, trustees and others from the broader D.C. community. The information gathered during this process, led to the adoption of the official GW Statement on Diversity and Inclusion, in 2012, as well as the creation of the Office for Diversity and Inclusion. The report continues to guide the work of the Office of Diversity and Inclusion.
The annual senior surveys and graduate student surveys are analyzed to assess diversity and equity issues. In Spring 2014, students were surveyed to get information about the climate for preventing, reporting and responding to incidents of sexual assault.
During the 2013-14 academic year, a formal audit of multicultural services was conducted by an external review team. The project's data gathering included student interviews, focus groups, site visits, interviews with key campus officials, program assessments, and review of existing student and alumni survey results.
The university participated in the Chronicle of Higher Education's Great Colleges to Work for in 2012. Employees evaluated the university in 12 categories, such as job satisfaction, teaching environment, and benefits.
To act on the information gathered by the President's Council on Diversity and Inclusion, in the 2013 academic year, a consultant was hired to assess GW's capacity to implement a supplier diversity program and recommend best practices in place at other universities. As a result, new software was purchased and new training programs for minority vendors was instituted.
The Center for Civic Engagement implemented a strategic planning process in academic year 2013. A key element included an analysis of feedback from community partners, donors, and program participants, as well as other key student, faculty and staff constituents. The Center adopted a five-year strategic plan that is an extension of the newly adopted GW Strategic Plan. A new customer relationship management tool will be identified and acquired by academic year 2015 - 2016 to better enable ongoing assessment.
The information presented here is self-reported. While AASHE
staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.