Published on: April 22, 2026
An ATIXA Tip of the Week by Alisha Carter Harris, M.S., and Lauren Starnes, J.D.
When institutions seek external support during transitions, there is often concern that the solution will be temporary. Effective interim leadership, however, focuses on building stable systems that can adapt to future challenges.
Under the leadership of Jarmon DeSadier, J.D., Vice President of the Office of Equal Opportunity, Compliance, and Conflict Management (“EOCCM”), the Georgia Institute of Technology (“Georgia Tech”) launched a strategic collaboration with TNG Consulting, ATIXA’s parent company. The engagement began with the appointment of Alisha Carter Harris, M.S., as Interim Title IX Coordinator, and Lauren Starnes, J.D., as Interim Deputy Title IX Coordinator. What began as a need for Title IX coordination during a leadership transition in late 2024 evolved into a nearly two-year appointment that led to the creation of a centralized civil rights compliance program grounded in defined governance structures across the institution.
Georgia Tech’s belief in ATIXA’s expertise enabled the establishment of critical procedures and structures that strengthened accountability across the institution. One significant example was the development of enhanced practices to address employee violations of the Sexual Misconduct Policy. The creation of procedures for sanctions, remedies, interim supportive measures, and institution-wide documentation established clearer expectations and greater consistency for individuals navigating the internal grievance process.
Relationship-First Governance
Structural change required collaboration. Listening sessions with campus partners identified challenges and aligned priorities, leading to ongoing partnerships with the Office of the Provost, the Office of Student Integrity, the Georgia Tech Police Department, General Counsel, and the Office of the Dean of Students.
Relationship-first governance meant coalition building, understanding the climate and dynamics, knowing when to escalate concerns, identifying internal advocates, and operating simultaneously as interim leaders and embedded consultants. Reform was implemented through shared ownership rather than unilateral direction.
System redesign occurred alongside ongoing operations. Over the course of 2025, without disrupting daily operations, 197 reports of alleged violations of the Sexual Misconduct Policy, 50 reports of alleged violations of the Nondiscrimination and Anti-Harassment Policy, 25 pregnancy accommodation requests, 5 parenting accommodation requests, and 4 religious accommodation requests were addressed. This volume was managed while policies were revised, procedures were codified, and campus partnerships were strengthened.
Expanding Responsibilities with Structural Intent
Initially, EOCCM primarily addressed alleged violations of the Sexual Misconduct Policy. During the interim engagement, its scope expanded to encompass discrimination, harassment, and retaliation across all protected categories for the entire Georgia Tech community.
In addition to Title IX oversight, Title VI and Title VII coordination responsibilities were consolidated, bringing previously decentralized civil rights functions under a unified umbrella. Responsibilities that were once spread across multiple campus units were centralized to ensure uniform policies, investigative practices, and clear lines of accountability. Civil rights compliance was transformed from a fragmented, piecemeal effort into a centralized institutional function, coordinated across departments rather than divided among offices based on respondent status.
Policy, Procedure, and Operational Infrastructure
Centralization required significant policy alignment. The Nondiscrimination and Anti-Harassment Policy was revised, renamed, and approved through internal systems, including reviews by the Policy Review Committee and Georgia Tech’s executive leadership team. The Sexual Misconduct Policy was also updated and received presidential approval.
These policy revisions also required corresponding updates to resolution procedures and the development of mechanisms to identify and coordinate institutional responses to complex cases more effectively. At the same time, several procedural gaps in other processes were addressed. New processes were implemented for pregnancy and parenting accommodation requests, religious accommodations, appeals, bias recusals, remedies, and sanctions.
Risk management extended to research compliance, with a process established to notify funding agencies, such as the National Institutes of Health and the Department of Defense, when required, for principal or co-principal investigators based on their involvement in matters related to discrimination.[1] Implementing this protocol required navigating complex agency requirements and coordinating across the institution. This more comprehensive approach strengthened broader risk management.
Setting up a best-practice civil rights office required operational discipline. Investigation report templates, advisor designation (and training), shared drives for case files, Open Records response practices, and Banner access protocols were established to support investigations and accommodation requests.
Human-Centered Practices
Operational reforms were implemented to ensure fairness and dignity for all participants. Key changes included providing language interpretation and creating remedies to restore access for those impacted by policy violations.
For employees, reporting lines were adjusted when supervisors were implicated in complaints. Interim support measures were expanded to include employees during grievance processes, addressing a gap in prior practice and aligning employee protections with those established for students.
Training initiatives covered Title VI, Title VII, and Title IX obligations across campus units, and regulatory refreshers were provided to campus partners.
A Sustainable Compliance Model
Staff were mentored and cross-trained to elevate internal capacity so they would not be dependent on interim leadership. Internal professional development strengthened investigative rigor, compliance literacy, and operational predictability.
Georgia Tech’s efforts resulted in robust civil rights oversight with clear authority, formalized procedures, and clear governance. The system is operational, and the focus has shifted to maintaining its effectiveness as the search for permanent leadership continues. The foundation is in place to ensure continuity and long-term success.
TNG helps institutions build sustainable structures for long-term compliance stability. Engage with us at inquiry@tngconsulting.com.
[1] The Department of Defense was renamed the Department of War on September 5, 2025.