1. Moving the Needle June 9, 2015 Dr. Madlyn L. Hanes Vice President for Commonwealth Campuses and Chancellor, University College The Pennsylvania State University

2. Moving the Needle The Contours of the Problem Barriers to advancing women’s leadership prevail. --Women perceived lack of experience in some areas e.g. athletics, budget, fundraising, business acumen --Women may not seek the job Progress has been incremental at best. --We moved the needle 3 percentage points in the last five years

3. Moving the Needle The Contours of the Problem A disconnect between public perception and reality exists. Research findings documenting the organizational benefits of inclusion have had limited impact. Change has been localized, limiting efforts to launch a national agenda.

4. Moving the Needle The Catalyst The White House Project Report: Benchmarking Women’s Leadership, 2009 National benchmarking across sectors exposed the disparity/inequity of executive positions held by women. Juxtaposition of public perception of progress made in women’s leadership versus workplace reality creates inertia. Parity in women’s leadership makes a compelling business case, i.e., better bottom line.

5. Public Perception v. Workplace Reality

6. Public-Rated Leader Characteristics: CharacteristicWomen BetterMen Better Women & Men Equal Intelligent √ Compassionate √ Creative √ Honest √ Outgoing √ Hardworking √ Ambitious √ Decisive √

7. Moving the Needle Key Recommendations Recommendations from The Whitehouse Project: Set targets, collect and analyze data, and monitor progress. Improve flexibility and workplace structures. Work to achieve a critical mass (at least one-third) of women in leadership roles, including service on boards.

8. How do we get the needle moving again? Start with public awareness: parity has not been achieved. What are compelling reasons to care enough to act?

9. Why Women? We have to make the case Research links the following benefits to a diverse and inclusive leadership: – Higher financial returns – Enhanced productivity, performance, and innovation – Ability to attract and retain top talent – Increased employee satisfaction and engagement – Greater social responsiveness and engagement with community – Improved organizational reputation

10. Moving the Needle A Case for the Academy Women in presidencies increased from 23 percent in 2006 to 26 percent in 2011. (The American College President, 2012) Significant turnover in the American presidency is anticipated. In 2011, the percentage of presidents 61 years or older rose to 58 percent. (The American College President, 2012) Since 1997, the percentage of women on governing boards has decreased from a high of 30 percent to 28 percent in 2010.

11. Moving the Needle A Case for the Academy Women represent only 29 percent of tenure-track positions at doctoral institutions, but outperform men 56 percent to 44 percent in national research awards and grants. In 2009-10, women students comprised 57 percent of all enrollments; earned 59 percent of all degrees; 52 percent of all doctoral and first professional degrees. (NCES, 2012)

12. ACE’s Inclusive Excellence Group and Women’s Network Executive Council Moving the Needle Blueprint for Action Mission Statement –Create parity in the academy for women holding senior decision- and policy-leadership positions Our Vision –At least 50 percent of higher education chief executives are women

13. Moving the Needle Blueprint for Action Our Challenge – To realize our vision by 2030 Our Value Statement – In 2014, women hold 26 percent of college and university presidencies. – Progress has been incremental over several decades. – An imperative national agenda is needed. – Collaboration with like-minded organizations can/will make a difference.

14. Moving the Needle Blueprint for Action Four Working Goals Goal One Generate a national sense of urgency that elevates the need for advancing women in higher education leadership positions. Goal Two Encourage governing boards and other higher education institutional decision- & policy-making bodies to consider recommended practices for recruiting and hiring women to chief executive offices.

15. Moving the Needle Blueprint for Action Four Working Goals Goal Three Achieve women’s advancement to mid-level and senior-level positions in higher education administration by building capacities in women and in institutions. Goal Four Suggest recommended practices and models and recognize success in advancing women in higher education.

16. Moving the Needle Blueprint for Action How best can we leverage the collective strengths of our organizations to Move the Needle? How will you be part of the Moving the Needle initiative? What can each of us do?

17. What can each of us do? Seek advancement for yourself. Encourage more women to seek advancement Encourage qualified women to aspire to the presidency; and nominate women to senior most positons. Talk about the need for and benefits of a diversified leadership team. Seek participation on search committees; speak up and insist on an inclusive search and interview process.

18. What can each of us do? Seek out leadership development programs for yourself. Send younger women on campus to leadership development programs. Talk with younger women about their career paths and their aspirations; commit to encouraging, mentoring, and sponsoring more women. Share the joys and rewards of being a college administrator, including the transformative change we affect in the lives of our students.

19. What can each of us do? Commit to welcoming new women presidents and other administrators when they take office and letting them know we are there for them. Commit to encouraging women to stay in their presidencies and to providing them with support when they hit rough water.

20. The ACE Women’s Networks are mapped into four regions across the nation. Each region has 4 liaisons, one representing each unique MTN goal. Each MTN goal liaison will disseminate informational updates, presentations, etc. to their region as it relates to the goal they represent. Moving the Needle: Advancing Women Leaders Channels of Influence Regional Liaisons

21. Participate in monthly Goal Group Leaders Conference Call. Participate in the annual convening of all MTN Goal Groups. Be listed as the point of contact for a specific MTN Goal Group in their network region. Moving the Needle: Advancing Women Leaders Channels of Influence Regional Liaisons

22. Channels of Influence Continued

23. Get involved with Moving the Needle Contact Kim Bobby: InclusiveExcellenceGroup@acenet.edu