IDEAL-N
Leadership Enhancement Program
Session Three
Contact Information for additional questions:
http://www.case.edu/ideal-n
Heather Burton 216-368-0086
[email protected]
September 23, 2016
CWRU IDEAL-N 2016
1
Agenda
1:00-1:45
1:45-2:15
2:15-2:30
2:30-2:45
2:45-3:30
3:30-3:45
3:45-4:15
4:15-4:45
4:45-5:00
Welcome and 3-Minute Check-In
Gender Equity Index Discussion and Next Steps
Increasing the Impact of Your Institutional
Transformation
BREAK
Cross-University Discussion: Increasing the
Impact of Your Institutional Transformation
Embedding Your Vision into the Fabric of the
University
Action Learning (University Change Team Discussion)
Large Group Discussion
Logistics, Scheduling & Wrap Up
CWRU IDEAL-N 2016
2
Check-In – 3 minutes each
 Brief overview of activities and meetings
conducted since last session
 Social science research projects/presentations/
publications planned
 Publicity on your campus—press releases,
websites developed
 Anything else noteworthy about your IDEAL-N
efforts
CWRU IDEAL-N 2016
3
NSF IDEAL-N
Gender Equity Index (GEI)
Item Development
4
Gender Equity Dimensions
1.
2.
3.
4.
5.
Faculty Climate
Work-Family Policies and Practices
Resource Equity
Women and URM Faculty Participation
Tenure and Promotion
5
CWRU IDEAL-N 2016
Factor 1 – Faculty Climate
1.
Does your campus conduct a faculty climate survey that is administered in regular intervals (for
example, once every three years?)
2.
Are faculty climate survey findings distributed to senior administration and/or faculty?
3.
Does your faculty climate survey contain questions specific to women faculty?
4.
Does your faculty climate survey contain questions specific to URM faculty?
5.
Does your faculty climate survey ask about satisfaction with teaching load and time for scholarly work?
6.
Does your faculty climate survey include questions regarding the perception of climate and/or
opportunities for women and URM faculty?
7.
Does your campus provide regular, ongoing diversity and inclusion training for faculty and
administrators?
8.
Does your campus offer formal mentoring programs or other career development supports for women
faculty?
9.
Does your campus offer formal mentoring programs or other career development supports for URM
faculty?
6
CWRU IDEAL-N 2016
Factor 1 – Faculty Climate
10. Do you have a specific office on campus addressing faculty development needs and resources?
11. Does your camps have an advisory board or standing advisory committee to examine women’s issues
that reports in an ongoing, active manner with senior leadership of the institution?
12. Does your camps have an advisory board or standing advisory committee to examine race/ethnicity
issues that reports in an ongoing, active manner with senior leadership of the institution?
13. Is there a formal process through which faculty can report discrimination?
14. Is there a formal process through which faculty can address a grievance?
15. Does your campus offer a leadership development program for faculty who wish to be promoted to
department chairs or deans?
16. Does your campus require mandatory diversity training for search committees and/or promotion and
tenure committees?
17. Does your campus record the number of women and URM faculty who are invited to the campus as
distinguished visiting lecturers or scholars?
CWRU IDEAL-N 2016
7
Factor 2 – Work-Family Policies
and Practices
1. Does this institution have formal policies for full/partial relief of teaching duties when faculty are caring
for a newborn or a newly adopted child?
2. Does this campus have formal policies and practices that provide relief of teaching for care-giving
opportunities (e.g. for spouses, parents, and relatives)?
3. If both parents are faculty at your University, are both permitted to take leave to care for a new child?
4. Do domestic partners have the same coverage under your University policies as married partners?
5. At your campus, do policies for work-family balance have a “home” (such as a permanent office)
where someone is responsible for collecting and reporting on policy usage?
6. Are work-family policies regularly publicized to ensure that all relevant constituencies
the policies and where to obtain information regarding policy changes?
....are aware of
7. Is information regarding work-family policy incorporated into training sessions (such as ....for deans,
chairs, new faculty, mentoring programs)?
CWRU IDEAL-N 2016
8
Factor 2 – Work-Family Policies and
Practices
8. Has your institution developed a recruitment and hiring policy which is responsive to
dual career couples?
9. At your campus, is faculty parental leave paid?
10. Does your campus have a formal policy for stopping the tenure clock due to the
......birth/adoption of a child?
11. Is policy usage at your institution tracked by gender, race/ethnicity, and
school/college?
12. Does your campus have a faculty child care center or provide access to child care?
13. Are funds available for covering the costs of child care when faculty must travel for
scholarly reasons?
CWRU IDEAL-N 2016
9
Factor 3 – Resource Equity
1. Does you campus annually analyze differences in salary and supplements between
women and men faculty, and URM and non-URM faculty?
2. Is information regarding faculty salaries and supplements distributed to senior
administration and/or faculty?
3. Does your campus annually analyze differences in start up packages between women
and men faculty, and URM and non-URM faculty?
4. Is information regarding faculty start up packages distributed to senior administration
and/or faculty?
5. Has your campus analyzed office space quantity and quality differences between women
and men faculty, and URM and non-URM faculty?
6. Has your campus analyzed lab space quantity and quality differences between women
and men faculty, and URM and non-URM faculty?
7. Has information regarding office or lab space quantity and quality been distributed with
senior administration and/or faculty?
8. Does you campus have a policy for rectifying any discrepancies in space quantity and
quality between women and men faculty, and URM and non-URM faculty?
CWRU IDEAL-N 2016
10
Factor 4 –Women and URM Faculty Participation
For the 2015-2016 year, please indicate the total number for all departments in the University:
11
CWRU IDEAL-N 2016
Factor 5 – Tenure and Promotion
For the 2015-2016 year, please indicate the total number for all departments in the University:
CWRU IDEAL-N 2016
12
Display of Results
• Within-campus comparisons
• Provide factor scores for each dimension
• Provide a total score for the GEI
• Allows for comparisons across years
• Between-campus comparisons
• Explanation of factor scores as it compares to national averages
• Option to compare against state averages and institutions of similar
size
• Allows for comparisons across the US for benchmarking purposes
• Recommendations
• Provide recommendations for strengthening areas of weakness
CWRU IDEAL-N 2016
13
Type of Potential Display
http://rpie-dev.kent.edu/Reports/FacultyScorecard.aspx
14
CWRU IDEAL-N 2016
Questions and Discussion
• Are there dimensions that we have not included in our model?
• Are there additional items that we have not included in the
measure?
• How might we manage categories that do not apply to all
campuses (e.g. Endowed Chairs)?
• Should the demographic categories in grey be included?
• Should we rename this to the “Institutional Diversity Index” or
“Diversity Support Index”? Something else?
15
CWRU IDEAL-N 2016
Increasing the Impact of Your Institutional
Transformation
• Stages of Change
• Institutional Cultures
• Framing the Message
CWRU IDEAL-N 2016
16
The Five Stages of Change
Stage
Activities
Typical Comments
1. Pre-Contemplation
No dialogue about
diversity, equity and
inclusion
“We have always done it this way”
“We can’t lower our standards”
“We only look at objective criteria”
2. Contemplation
Managerial Discussions,
Workshops, Taskforces &
Committees
“Our culture needs to be more
welcoming”
“We need to figure out how to get and
keep women and minority faculty”
“Diversity is excellence”
3. Preparation
Training and development
Resources invested
“We have examined best practices for
hiring women and minorities”
4. Action
Numbers increase
Leadership roles increase
“We hired our first woman Dean”
“Our managers are intentional about
unit-level climate”
5. Maintenance
Annual data review
New policies
Rewards/reinforcements
“We are always recruiting women and
minority applicants”
CWRU IDEAL-N
Source:2016
Carnes, Handelsman & Sheridan et al, 2005
17
Types of Institutional Cultures
Monolithic
Very little attention is
paid to recruiting and
retaining diverse
employees.
Pluralistic
Attention is paid to
increasing diverse
representation and
enhancing fair treatment.
However assimilation
into a pre-defined and
dominant institutional
model is expected.
Source: Cox, 1991
CWRU IDEAL-N 2016
Multicultural
Characterized by
policies and practices
that facilitate the
inclusion of diverse
employees—
encouraging the full
utilization of talent and
enhancing employees’
abilities to contribute
to their maximum
potential.
18
Start Where You Are: Examine Your
Stage and Culture
With respect to your Institutional Transformation goals:
• What stage is your university at?
• What type of culture permeates your institution?
• How do your IDEAL-N departments vary by stage
of change and type of culture?
• How can this information help you tailor your
message about the goals of your institutional
change theme and project?
CWRU IDEAL-N 2016
19
Start Where You Are: Tailor Your
Message to Move the Needle
 Stage-matched interventions outperform one-size-fits-all
interventions in behavior studies.
 Allows everyone to participate in the change even if they
are not ready to take action.
 Acknowledges that the power to change already exists
and is a choice.
 Concrete reflection of how you can move the needle on
change.
“A Transtheoretical Approach to Changing Organizations”, Janice M. Prochaska, James O.
Prochaska, and Deborah A. Levesque, Administration and Policy in Mental Health, 2001, 28(4)
CWRU IDEAL-N 2016
20
Frame Your Transformation Message
 Communication is not just information transmission; it is the
management of complex meaning
 “Framing” organizes experience and shapes content
 Where do you want the attention? Clearly define and
share:
• Your vision (institutional transformation theme) and
change project
• The goal of the communication/meeting (information,
persuasion, collaboration, input, celebration)
• The mutual purpose of transformation: what is the
benefit for all?
• Specific strategies, actions, or contributions that would
move the project forward
CWRU IDEAL-N 2016
21
Use All the Available Tools to Permeate
the Campus with Your Vision
 Hold informational meetings
• In all IDEAL departments
• With potential collaborators to explore common priorities
• With constituents who may be affected (pre-tenure faculty etc.)
 Use and adapt prepared IDEAL-N PPTs, summaries, web
pages and publicity
 Activate your marketing department, university and
school/college-wide
 Use national events/news/reports to raise awareness and
highlight IDEAL-N activities on your campus
CWRU IDEAL-N 2016
22
Cross University Discussion
Discuss across universities:
• Stages of change
• Institutional cultures
• Framing your message for maximum
impact
CWRU IDEAL-N 2016
23
Embedding Your Vision into the
Fabric of Your University
• Framing and communicating your Institutional
Transformation Theme as a compelling vision of
change
• Embedding your vision into the fabric of the campus
• Building institutionalization into transformational
activities
• Measuring the transformation achieved
CWRU IDEAL-N 2016
24
Example - ACES (CWRU’s
ADVANCE IT) Vision
To promote a campus-wide
culture characterized by equality,
participation, openness, and
accountability
CWRU IDEAL-N 2016
25
Example - IDEAL-N Vision
Sustainability and
Outreach
Information & Best
Practice Sharing
Transform the culture and
increase the number of STEM
women and URM faculty in all
ranks and leadership at each
partner university through:


University Change
Projects
Change Leader
Team
Development



CWRU IDEAL-N 2016
Creation of an empowered change
leader community through
leadership development of key
change agents
Implementation of annual projects
to drive change in structures,
policies, practices, and metrics
Sharing information and best
practices across partner
universities, including through an
annual plenary conference
Commitment and sustainability from
senior administration.
Outreach beyond partner
universities through creation of a
gender equity index
26
The Levels of Vision
NSF-ADVANCE
Vision
IDEAL-N Vision
IDEAL-N Partner
University Vision
Annual Change
Project Goals
Increase the representation and
advancement of women in
academic STEM careers for a
more diverse science
and engineering workforce.
To transform the culture and increase
the number of STEM women and
URM faculty in all ranks and
leadership at each partner university
Each Partner University’s
Institutional Transformation
Vision
Each Annual Change
Project’s Vision
CWRU IDEAL-N 2016
27
How Leaders Communicate Vision
 They compellingly articulate purpose
 They constantly share information about how
accomplishing the vision benefits all
 They use vision to provide direction and priorities
 They keep the vision energized and up to date
 They help to create the environment that
supports achieving the vision
 They are the champions and stewards of the
vision
CWRU IDEAL-N 2016
28
Embed Your Vision into the Fabric of the
University
 Activate campus allies
 Build institutionalization into activities
 Embed vision at all levels, University
Leadership, School/Department, Campus
 Permeate the university with your vision
CWRU IDEAL-N 2016
29
Embed Your Vision: Activate your Allies
and Build In Institutionalization
 Hold regular meetings of the IDEAL-N project team and invite
relevant others to attend
 Weave a coalition of campus allies to move IDEAL-N goals
forward and embed the project in a sustainable way
• NSF Indicator data can strengthen Institutional Research
(IR) capabilities to measure and document transformation
• “NSF cannot be your IR” comment at mid-project site visit
at CWRU led to expanded department
 Think now about institutionalization - How will IDEAL-N
changes and momentum be sustained?
• e.g., Faculty Diversity Specialist position and Women’s
Center staff position from soft money to permanent at
CWRU
CWRU IDEAL-N 2016
30
Examples of Embedded Aspects of
Transformation at CWRU
New and Modified Policies
Commitment of Senior Administrators
Provost’s Annual
Leadership Retreat
Search Committee
Training through Office
of Diversity, Equal
Opportunity & Inclusion
ACES+ Distinguished
Speaker Visits
Faculty
Development
Programs at
Early and MidCareer
University
Leadership
VP of Diversity, Equal
Opportunity & Inclusion
Leadership coaching of deans
and chairs
School/College and
Department Level
Leadership training &
development of department
chairs across the university
ACES+ Opportunity
Grants for Faculty
Individual Level
CWRU IDEAL-N 2016
Coaching for
Women Faculty in
STEMM
31
Embed Your Vision: Connect the Dots and
Share Information
 Link IDEAL-N to your university’s strategic plan and/or
diversity plan
 Bring up IDEAL-N in various venues and meetings on
campus
 Share information with IDEAL-N departments and schools
through websites, flyers, brochures, university publicity
 Hold special update meetings with concerned constituents
(e.g. women faculty, women faculty of the school of
medicine,
 Hold events to build community (e.g., campus-wide
speakers like Bernice Sandler, Provost’s Leadership
Retreats)
CWRU IDEAL-N 2016
32
CWRU Provost Leadership Retreats
2004 - “NSF-ACES Year One”
2005 – “Things That Work!”
2006 - "Leading Change: Creating Tomorrow's University”
2007 - “Competing for the Academic Workforce in a Global Environment.”
2008 - “Consolidating Our Gains, Shaping Our Future”
2009 – “Tomorrow’s Faculty: Trends, Opportunities and Actions”
2010 - “Building Cooperative Capacity in Academic Departments”
2011 – “What’s Holding You Back?”
2012 – “Innovating in Higher Education”
2013 – “Mobilizing Strategic Leadership for Excellence”
2014 – “Unlocking Your Leadership Potential”
2015 – “Priorities for Sustaining University Excellence”
2016 - Deans and Chairs as Change Agents: Advancing University Transformation
CWRU IDEAL-N 2016
33
Link Your IDEAL-N Theme and Projects
to NSF-ADVANCE Goals
NSF-ADVANCE
VISION
IDEAL-N VISION
UNIVERSITY
TRANSFORMATION
VISION
CWRU
IUP
PITT
BGSU
CMU
DUQ U
KSU
UA
CSU
National Priority: Increase the
representation and
advancement of women in
academic STEM careers for a
more diverse science and
engineering workforce.
Adapt & disseminate
ADVANCE successes and
create a community of
Change Leaders to transform
institutional cultures
Transformational Themes
drive Change Projects at
IDEAL-N Partner Universities
UT
CWRU IDEAL-N 2016
34
Action Learning Discussion
Discuss within your University Change Team:
 Revisit your institutional transformation theme
 How can you frame and communicate this as a
compelling vision of change?
 How best to permeate and embed your vision
into the fabric of the campus?
 How to build institutionalization into activities?
 How to measure the transformation achieved?
CWRU IDEAL-N 2016
35
Large Group Discussion
36
Scheduling & Next Session
Please complete your session evaluation
Important Dates:

Year 1 Final Leadership Program Session – Friday December 2nd 2016, 9am12pm

TOPICS DISCUSSION
Dates for Year 2 Leadership Program Sessions

January 20th, 2017, 12:00-5:00

March 3rd, 2017, 12:00-5:00

September 8th, 2017, 12:00-5:00

November 10th, 2017, 9:00-12:00
CWRU IDEAL-N 2016
37
Reminder
Plenary Conference: Friday, April 14th,
2017, 9:30am- 2:30 pm at CWRU
PLEASE INVITE YOUR PROVOST AND
DEANS
CWRU IDEAL-N 2016
38