Thriving Educators

CSUDH will hire and equitably retain, support, and promote a diverse faculty, staff, and administration who feel a sense of belonging on campus and are supported to achieve their personal, professional, educational, and institutional goals and to nurture a similar sense of belonging, intellectual growth, and achievement for their students and colleagues.

Goal 1: We will leverage expertise across campus and from our local and broader community members to create equitable, cohesive, and sustainable professional development programs for faculty, staff, and administrators that are explicitly aligned with the university’s social justice mission, vision, and values and support the goals in this strategic plan.

Key Activities:

• By Spring 2023, the campus will collect feedback from stakeholders to identify the types of professional development opportunities needed to meet employees’ personal and professional goals throughout their careers and to address the findings and recommendations of the Gender Equity and Anti-racism Task Forces.
• By Fall 2023, the campus will create and assess programming for new faculty, mid- and late-career faculty, and department chairs that is responsive to the feedback collected from stakeholders and the recommendations of the Gender Equity and Anti-racism Task Forces.
• By Spring 2024, the campus will create and charge a coordinating committee for faculty development that aligns, integrates, and publishes a comprehensive calendar of the efforts of the various units and entities that support faculty excellence such as the Faculty Development Center, the Office of Undergraduate Studies, the Office of Graduate Studies and Research, and Academic Technology.
• By Fall 2024, the campus will have established metrics for faculty participation in intramural and extramural funding opportunities and put processes in place to examine equity in these activities by key characteristics, including academic rank and tenure-track status.
• By Spring 2025, the campus will establish a professional development center for staff and administrators that is responsive to the feedback collected from stakeholders and the recommendations of the Gender Equity and Anti-racism Task Forces.
• By Fall 2025, the all divisions will develop division-specific onboarding processes, mentoring and development opportunities, and recognition events for staff;
• By Spring 2027, CSUDH will have collaborated with the relevant units to build and sustain the infrastructure necessary to assess the impact of CSUDH professional development programs.

Goal 2: Fostering diversity, justice, equity, and inclusion will be a core principle of all components of Toro work life, including policies and practices related to recruitment, hiring, retention, evaluation, promotion, salary, the RTP process, reward structures, and professional development.

Key Activities:

• By Spring 2023, the campus will hire external consultants to 1) establish baseline, intersectional data regarding campus climate and race and gender equity in hiring, retention, evaluation, promotion, and salary for CSUDH faculty and staff and 2) support the campus to create a process and infrastructure for collecting, analyzing, and responding to this data on an ongoing basis.
• By Fall 2023, the campus will establish an Office of Justice, Equity, and Inclusion, led by the Chief Diversity Officer.
• By Fall 2024, the campus will create a central equity compensation pool for staff and administrators.
• By Fall 2025, and annually thereafter, the campus will collect and share with all units disaggregated employment data related to staff, faculty, and administrator positions.
• By Fall 2026, HR will collaborate with unions, and the Office of Justice, Equity, and Inclusion to revise the performance evaluation and other evaluation and reward structures in ways that foster and reward outcomes and efforts related to justice, equity, and inclusion.
• By Spring 2026, all academic departments and units will collaborate with Faculty Affairs and the Office of Justice, Equity, and Inclusion to revise recruitment and hiring practices, RTP guidelines and other evaluation and rewards structures in ways that recognize, value, and reward efforts and outcomes related to fostering justice, equity, diversity, and inclusion within and beyond the Toro community.
• By Spring 2028, and triennially thereafter (i.e., 2031, 2034, and so forth), the Office of Justice, Equity and Inclusion shall compile and distribute a campus-wide report summarizing the outcomes of each college, department, or campus units’ data-informed equity assessments and plans of action.
• By Spring 2029, the Office of the President shall develop, introduce and implement a data-informed accountability mechanism. Such measures will include examination of fiscal resources, human resource management, and other factors to ensure that future strategic plans support the efforts articulated.