Mentoring as a Component of Institutional Transformation at

UC Irvine

Susan Bryant: ADVANCE PI Vice Provost Herb Killackey: Co-PI

Dean Debra Richardson: Co-PI Dr. Priscilla Kehoe: Founding Director Dr. Douglas Haynes: Current Director

University of California, Irvine

• November 2007 • Funding provided by NSF ADVANCE: Institutional Transformation Award #SBE0123682

Key Elements of UCI’s ADVANCE Program

• Focus on women faculty but all aspects open to all

• Recruitment of faculty

• Mentoring of faculty, postdocs and graduate students

• Central role of faculty in recruitment

• Essential role of high level leadership

• Each school faces discipline-specific challenges

• Growth phase provided opportunity for progress

http://advance.uci.edu

Equity Advisors for each school

• A senior & respected faculty member in each school

• NSF funded STEM areas, UCI remainder

• EA Serves as Faculty Assistant to the Dean

• Three-year term ($15,000 annual stipend)

• Monthly meeting of all EAs

• EA rep serves on APG where recommendations about FTEdistribution are made

http://advance.uci.edu

Role of Equity Advisors

• Meet with all search committees at beginning • Data on availability • MIT report, other literature • Developed “Best Practices” brochure • Developed situational vignettes DVD

• Signature authority on AP 80A, AP80B

• Implement mentoring programs

• Proactively investigate inequities

http://advance.uci.edu

AP80A: Search Plan & Advertisement

**

* http://advance.uci.edu

• Required to initiate a search • EA reviews ad and

composition of committee • “UCI is an equal opportunity

employer committed toexcellence through diversity,and strongly encouragesapplications from women,minorities and other under-represented groups. UCI isresponsive to the needs ofdual career couples and isdedicated to work-life balance through an array of family-friendly policies, and is therecipient of an NSF Advance award for gender equity.”

AP80B: Interim Search Activities Report

• Required before inviting shortlist for interviews

• EA reviews pool compared toavailability

* • EA reviews short list compared

to pool* * http://advance.uci.edu

Evidence: Looking at the data

http://advance.uci.edu

• Women Faculty

• Underrepresented Minority (URM) Faculty

Women: % of new hires by school

Prior to ADVANCE, hiring in several STEM schools lagged behind availability. During ADVANCE representation of women among new hires changed to match or exceed availability in several schools

Women as a Percent of Newly Hired UCI Faculty, by School, 1998-2001 (Pre-

ADVANCE) and 2002-2005 (ADVANCE Period) with Availability Data

6.7% 4.2%

25.0%

47.1%

31.0%

56.0%

28.1%

62.5%

48.4%

12.0% 15.8%

26.1%

31.7%

46.6%

28.2%

21.6% 19.2%

48.4%

0%

10%

20%

30%

40%

50%

60%

70%

Biological

Sciences

Physical

Sciences

Donald Bren

School of

Information &

Computer

Sciences

Henry Samueli

School of

Engineering

Social Ecology Social Sciences

1998-2001, Pre-ADVANCE 2002-2005, ADVANCE Availability

* * *

*

22.

23.9% 24.0% 24.6% 25.2% 26.3%

27.3% 28.2%

12.0% 10.6% 11.3%

13.9%

10.1%

8.0%

10.1% 9.9%

29.5% 30.9%

31.9% 32.4% 32.6% 33.0% 34.3%

15.6% 15.8% 16.3%

25.0% 25.5%

22.2% 22.2%

20.5% 20.9%

23.5% 22.8%

29.4%

9.6%9.7%10.0%

2%

9.2%9.9%10.0% 9.5%

35.9%

25.8%

20.2%

26.6%

22.0%

5%

10%

15%

20%

25%

30%

35%

40%

1999 2000 2001 2002 2003 2004 2005 2006

Social Sciences

Physical Sciences

Engineering

Biological Sciences

Information & Computer Sciences *

University Wide

Social Sciences includes: SocEcol, SocSci & Business. (Education, Arts and Humanities are not included in this data set.)

* No hires in 06-07

ADVANCE BEGINS

15%

Impact of Career Partner Program • Successful version of CPP introduced in 2001

• Campus-wide have hired 54 faculty (27 couples):

• In 15 partner cases, the initiating partner was a man

• In 12 cases, the initiating partner was a woman

• As a result 28 women and 26 men were added to the faculty

• Of the women hired through CPP, more than half(15) were in STEM disciplines

http://advance.uci.edu

Regular Ranks Newly Hired Faculty at UCI, by Gender and

Ethnicity, 1998 2001 and 2002 2005

108, 41.1%120, 50.6%

17, 6.5%6, 2.5%

34, 12.9%

44, 18.6%

72, 27.4%45, 19.0%

12, 4.6%8, 3.4%

20, 7.6%

14, 5.9%

0

50

100

150

200

250

300

1998 2001 2002 2005

Nu

mb

er

Asian Females

URM Females

Non Hispanic White Females

Asian Males

URM Males

Non Hispanic White Males

URM: under represented

minority African American,

American Indian, Latino/a

- -

- -

-

-

=

Hiring of under represented minority faculty increased across campus during ADVANCE

http://advance.uci.edu

Regular Ranks Newly Hired Faculty at UCI, by Gender and

Ethnicity, 1998-2001 and 2002-2005

108, 41.1%120, 50.6%

17, 6.5%6, 2.5%

34, 12.9%

44, 18.6%

72, 27.4%45, 19.0%

12, 4.6% 8, 3.4%

20, 7.6%

14, 5.9%

0

50

100

150

200

250

300

1998-2001 2002-2005

Nu

mb

er

Asian Females

URM Females

Non-Hispanic White Females

Asian Males

URM Males

Non-Hispanic White Males

URM: under represented

minority = African American,

American Indian, Latino/a

URM: % of new hires

+ +

+

+

--

Institutionalization of ADVANCE

• Campus committed to maintain 1 EA/school

• Expand EA role to include attention to ethnicdiversity in faculty hiring, mentoring, retention &advancement

• 50% time faculty Director of ADVANCE • UCI senior faculty member w/demonstrated commitment to

gender and ethnic equity • Serves on APG & Academic Council • 3-year term • Compensation modeled on dept chairs

http://advance.uci.edu

Unfinished Business • Transform the culture of the university

– Workplace that works for all--faculty of all types, staff, students, postdocs – Foster an understanding that all members of the university need to see their

importance to the whole, to have input within the structure, and to be mentoredtowards new opportunities

• Maintain momentum – on hiring, retention, mentoring and advancement for equity and diversity – on making changes that will transform our institutions

• Step up mentoring to extend beyond coaching – Move from how to adapt to what exists, to how to change what we have – Develop life long networks for nominations and awards

• Transform the Professions and Granting Agencies – From command and control to cooperative – Open access publication – Blinding articles and grants to be reviewed – Signing reviews

• NIH to initiate an Institutional Transformation award program