1. The ADVANCE Program: Promoting Women’s Careers in Science and Engineering A National Science Foundation Institutional Transformation Award Barbara Silver 1 Leanne Mauriello 2 Helen Mederer 1 Lisa L. Harlow 1 1 University of Rhode Island 1 Pro-Change Behavior Systems Presented at 2007 Annual Meeting of the New England Psychological Association Western Connecticut State University, October 20, 2007 Supported in part by NSF Institutional Transformation Award SBE-0245039

2. Less mentoring Burden of token status Less access to resources “Ideal worker” norm Chilly work environment Fewer social networks Stereotyped work expectations Fewer professional networks Fewer collaborations Women in STEM experience..

3. 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

4. National Science Foundation ADVANCE Program Launched 2001 87 awards to date (another round 2008) > $90 million Various levels of awards –Institutional Transformation Grants –Fellows Awards –Leadership Grants –PAID (Partnership, Adaptation, Implementation, Dissemination) Grants Expanding criteria for future awards –Broader range of institutions –Wider target population

5. Develop & Share a Comprehensive Understanding of the Status of Women STEM Faculty Increase the Number of Ranked Women STEM Faculty Advance the Careers of Women STEM Faculty Improve Available Networks of Support, Especially for Women STEM Faculty Promote Organizational Change in Collaboration with University Leaders URI ADVANCE PROGRAM GOALS Evaluation Recruitment Faculty Development Work-Life-Family Climate Change

6. Recruitment Faculty Development Work-Life Initiatives Faculty Fellows Program Supplemental Start-up Funding Best Search Practices Training Incentive “mini-grant” Fund Topical Lunches Career Workshops Mentoring Program Parental Leave Policy Dual Career Hiring Program Creation of a Work-Life-Family Center Lactation sites, flexible work policies, & other initiatives Program Components

7. Evaluation Climate Change Internal Advisory Action Council Department Climate Workshops Public Events, Workshops, Literature, Manuals, etc. Chairs’ Discussion Forum Integrated Theoretical Model for Climate Change Academic Work Environment Survey (pre and post) Benchmark Data Collection Program Evaluation Dissemination

8. Successes... STEM recruitment now > 50% female Best practices for all searches New ad language required Formal Faculty Mentor Program Topical Lunches to continue Dual Career Policy approved Incentive Fund absorbed Paid Parental Leave Policy in place Lactation sites approved Work-Life Center planned ADVANCE Center approved Inclusion in President’s 2006-2009 Strategic Plan Many reports of warmer climate, more support, more networking, etc., etc.

9. How does change occur? The traditional model: Top Down (Formal policy change, administrative leadership) Bottom Up (Individual, grass roots) Climate Change or “Institutional Transformation”

10. Top Down Social Interaction Bottom Up Recruitment Program - $$ Parental Leave Policy Lactation site established Mentoring Program Joining a diversity committee Personal endorsements or complaints Attending workshops Talking about equity issues with colleagues Acknowledging all comments 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

11. 3-Level Structural Model Are administrative offices in support of adequate leave options for parents? Are parents using the policy openly and without fear of negative repercussions? Do non-parents endorse the policy? Do Chairs, HR, etc., offer information and help proactively? Does a culture of coverage exist among colleagues? PARENTAL LEAVE INSTITUTIONAL INDIVIDUAL INTERACTIONAL

12. Appreciative Inquiry Choosing the positive as the focus of inquiry Transtheoretical Model People change when they are ready to A vehicle for change Change at all levels Strategies for change 3-Level Structural Model Meeting institutions and individuals in the middle Creating an Integrated Change Model

13. Successful climate change is a strategic process Approach change from a variety of levels –Individual How does this benefit me, my department? (self- and environmental re-evaluation) Accrue large cadre of individual supporters and liaisons (self-liberation) Increase awareness and personal connections to issues – (consciousness raising) –Interactional Highlight key behaviors identified by colleagues – make it personal (dramatic relief) Ensure equity issues regularly appear on all agendas (stimulus control) Identify subtle behavioral contributions or deterents to a healthy climate (reinforcement management) –Institutional Support from Leadership crucial (self- and social liberation) Commitment of funds and policy changes Interact with potential change agents at their level of readiness to engage –Precontemplation & Contemplation Awareness building  talks, lunches, workshops, meetings, literature Stress Universal Benefits - “A Rising Tide Lifts All Boats” Stress Pecuniary benefits - $$$, grants, retention, etc. –Preparation & Action Obtain and widely advertise public, formal endorsements from administration Celebrate, reward, acknowledge all forward movement Collect data and show results often Secure commitments for institutional funding –Maintenance Ensure institutionalization – permanence of initiatives through policy change, mainstreaming of initiatives in culture, permanent committees, etc.