Transcript Document

www.uri.edu/advance
The URI ADVANCE Institutional Transformation Program:
Promoting Women’s Careers in Science and Engineering
Presented at the AAUW Rhode Island Chapter Meeting
March 10, 2009
Barbara E. Silver, Ph.D.
Less access to
resources
Fewer professional
networks
Women in
STEM
experience . . .
Fewer
collaborations
Less mentoring
Fewer social
networks
“Ideal worker”
norm
Burden of token
status
Stereotyped
work expectations
Chilly work
environment
Resulting in:
Isolation and exclusion
Heavier workloads
More challenges balancing work and family
“Bias avoidance” behaviors
Salary and promotion lags
Less career satisfaction
Higher attrition
More part-time, non-tenure line work
“The goal of the National Science Foundation’s (NSF)
ADVANCE program is to increase the representation and
advancement of women in academic science and engineering
careers, thereby contributing to the development of a more
diverse science and engineering workforce. ADVANCE
encourages institutions of higher education and the broader
science, technology, engineering and mathematics (STEM)
community, including professional societies and other STEMrelated not-for-profit organizations, to address various aspects
of STEM academic culture and institutional structure that may
differentially affect women faculty and academic
administrators. As such, ADVANCE is an integral part of the
NSF’s multifaceted strategy to broaden participation in the
STEM workforce, and supports the critical role of the
Foundation in advancing the status of women in academic
science and engineering.”
NSF ADVANCE Program website
National Science Foundation
ADVANCE Program
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Launched 2001
103 awards to date (11.6% minority serving)
> $130 million
41 states, DC, Puerto Rico
Various levels of awards
– Institutional Transformation Awards (n=37)
– PAID (Partnership, Adaptation, Implementation, Dissemination)
Awards (33)
– IT-Catalyst Awards (11)
– Fellows Awards (n = 53 – program no longer offered)
– Leadership Grants (n = 39 – program now part of PAID)
• Expanding criteria for future awards
– Broader range of institutions
– Wider target population
Areas of Focus
• Recruitment
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Best search practices
Hiring incentives
Hiring your own
Networking
• Retention
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Mentoring programs
Leadership development
Career workshops
Networking opportunities
Work-Life balance initiatives
Mini-grant programs
Transitional support programs
Areas of Focus
• Climate Change
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Department workshops
Equity advisors
Diversity offices, positions, committees
Webinars, tutorials, consultants, etc.
• Benchmarking
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Recruitment
Location (tenure, non-tenure, part-time, etc.)
Promotion rates (years at rank)
Attrition
Salary equity studies
Leadership positions
Space allocation
Start-up package comparisons
URI ADVANCE PROGRAM GOALS
Develop & Share a Comprehensive
Understanding of the Status of Women
STEM Faculty
Evaluation
Increase the Number of Ranked Women
STEM Faculty
Recruitment
Advance the Careers of Women STEM
Faculty
Faculty Development
Improve Available Networks of Support,
Especially for Women STEM Faculty
Work-Life-Family
Promote Organizational Change in
Collaboration with University Leaders
Climate Change
Program
Components
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Faculty Fellows Program
Recruitment
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Supplemental Start-up Funding
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Best Search Practices Training
Faculty
Development
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Incentive “mini-grant” Fund
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Topical Lunches
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Career Workshops
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Mentoring Program
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Parental Leave Policy
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Dual Career Hiring Program
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Creation of a Work-Life-Family
Center and position
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Lactation Program, flexible work
policies, & other initiatives
Work-Life
Initiatives
Evaluation
Climate Change
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Academic Work Environment
Survey (pre and post)
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Benchmark Data Collection
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Program Evaluation
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Dissemination
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Internal Advisory Action Council
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Department Climate Workshops
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Public Events, Workshops,
Literature, Manuals, etc.
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Chairs’ Discussion Forum
Successes . . .
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STEM recruitment now > 50% female
Best practices for all searches
New ad language required
Formal Faculty Mentor Program implemented
Topical Lunches to continue
Dual Career Policy approved
Incentive Fund absorbed
Paid Parental Leave Policy in place
Lactation Policy approved and sites opened
Half-time Work-Life position approved
Formal Work-Life Committee Status
Rhode Island Senate Resolution on Work-Life Balance
Inclusion in President’s 2006-2009 Strategic Plan
Many reports of warmer climate, more support, more networking,
etc., etc.
How does change occur? The traditional model:
Top Down
(Formal policy change,
administrative leadership)
Climate Change
or
“Institutional Transformation”
Bottom Up
(Individual, grass roots)
Top Down
Social Interaction
Bottom Up
Recruitment Program - $$
Parental Leave Policy
Lactation site established
Mentoring Program
Acknowledging all voices in meetings
Scheduling meetings when all can attend
Offering to cover classes during leaves
Inviting new woman faculty to lunch
Openly discussing family responsibilities
Collaborating on grants
Encouraging use of leave policies
Joining a diversity committee
Personal endorsements or complaints
Attending workshops
Talking about equity issues with colleagues
3-Level Structural Model
INTERACTIONAL
INSTITUTIONAL
Are administrative offices
in support of adequate leave
options for parents?
Do Chairs, HR, etc., offer information and
help proactively?
Does a culture of coverage exist
among colleagues?
INDIVIDUAL
PARENTAL LEAVE
Are parents using the policy openly
and without fear of
negative repercussions?
Do non-parents endorse the policy?
Lasting Impact
• Climate
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President’s Equity Council
An improved climate in most STEM departments
Increased awareness of the issues
Improved networks for women
• Faculty Development
– Incentive Fund (> $20,000 a year)
– Faculty Mentoring Policies and programs in each college
• Work-Life
– Permanent Work-Life policies in place
– Lactation Program and Facilties
– URI Work Life Committee and half-time HR person
• Recruitment
– Legacy of fellows
– Best practices materials available
• Evaluation
– Benchmarks institutionalized
Challenges and Lessons Learned
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5 years is not enough time
Money talks
Strong and committed endorsement from leadership is essential
Structures of accountability necessary
Widespread buy-in necessary
Focus on wider benefits to the institution (or “a rising tide lifts all
boats.”)
• The interactional level is key
Challenges:
• No money
• Leadership endorsement questionable or distracted