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 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...

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 STEM- related 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 Launched 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 –Best search practices –Hiring incentives –Hiring your own –Networking Retention –Mentoring programs –Leadership development –Career workshops –Networking opportunities –Work-Life balance initiatives –Mini-grant programs –Transitional support programs

Areas of Focus Climate Change –Department workshops –Equity advisors –Diversity offices, positions, committees –Webinars, tutorials, consultants, etc. Benchmarking –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

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

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 and position Lactation Program, flexible work policies, & other initiatives Program Components

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

Successes... 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 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) Bottom Up (Individual, grass roots) Climate Change or “Institutional Transformation”

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 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

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

Lasting Impact Climate –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 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