Mean for YOUR Work? • Teams & Time • Education & Engagement • Community & Commitment • Assessment & Awareness • Individual & Inimitable • Desire & DevelopmentResources: Toolkit &Worksheet Resources:TECAID Model & Graphic Resources: Case Studies Working as a team on DEI Issues Gathering strategic information for planning DEI change Effectively navigating conflict while engaging in DEI change efforts Think-Pair-Share: What’s Your Motivation?• Why does having a diverse, equitable, and inclusive engineering department culture matter to you? Discussion: Ground Work• Where are you already gaining ground in your desire to create DEI-related change? (can
assembled in AY17 and empowered to work with collegeleadership to envision, develop, and resource infrastructure and communication needs to engageall college employees in our culture change process. The work of the Change Team has emergedas essential to advancing our goals in relation to community. We will discuss inception andevolution of the Change Team, profile five projects launched in AY18, and summarize some ofthe challenges that still remain.BackgroundThe efforts described in this paper are enabled to a great extent by the broader university-levelcontext. The most important initiatives supporting work within the College of Engineering(COE) are highlighted below. We also provide a brief overview of the college’s strategic plan,which for the
, building coalitions, and fosteringwell-being. Approximately 300 women attended the first conference, with participant numbersgrowing incrementally each year.In 2016 Dr. Menah Pratt Clarke, one of the founders of the FWCA conference, assumed theposition of Vice President for Strategic Affairs and Vice Provost for Inclusion and Diversity atVirginia Tech. With her move, the FWCA conference transitioned to Virginia Tech inBlacksburg, Virginia. The sixth annual FWCA Conference is planned for April 5-6, 2018.Conference highlights include keynote speakers Maria Hinojosa, Senior Correspondent for theEmmy Award-winning broadcast news magazine NOW on PBS. Hinojosa is also the anchor andmanaging editor of NPR's "Latino USA," and Brittney Cooper, Associate
should be responsive to the needs of the participants andthat this responsiveness should be reflected in both the preparation and enactment. Thus, we workwith participants and local organizers to understand and anticipate needs ahead of each fieldschool to plan a schedule and topics that would be most appropriate for each environment andgroup. Then, during each field school, we make space for discussions and topics that reflect theemerging needs of participants as they engage with the research.Second, not only do we believe that our field school should be responsive, but that research itselfis and should be responsive. We address this fluid and generative nature of research by framingresearch as “play”: an enjoyable process by which we generate
transformation, participants completethe seminar with an Action Plan that applies their new knowledge to practices within their sphereof influence. The OREGON STATE ADVANCE leadership team follows up with participantsthrough quarterly all-cohort gatherings, and connects individuals across colleges who proposesimilar actions.The power of the seminar for institutional transformation comes in large part from its“sensemaking” of personal experiences of discrimination within institutions. Literature ongeneral institutional transformation suggests that sensemaking is an important factor insuccessful transformation. Researchers have found a number of effective strategies forinstitutional change in higher education: solid administrative leadership
underrepresentedbackgrounds for the STEM workforce. Like most institutions, however, we struggle to recruit amore diverse faculty, especially those from underrepresented minority (URM) groups. Indeed, asof fall 2017, Black faculty represent only 7%, and Hispanic faculty only 5%, of our tenure-trackfaculty, while our student body is 17% Black and 7% Hispanic. We have made significantprogress, however, in promoting gender diversity in STEM. In 2003, we received a $3.2-millionNational Science Foundation (NSF) ADVANCE Institutional Transformation (IT) grant torecruit, retain, and advance women tenure-track faculty in STEM. Under our ADVANCEprogram, we developed and implemented such policy and programmatic initiatives as acomprehensive Family Support Plan, the Eminent
first survey statements. The full assessment of activitiesand the control cohort's post assessment will be completed by June 2018.Results and DiscussionLessons learned from recruitingThe project was officially awarded July 1 2017, and the first summer professional developmenttraining was offered July 24 through August 3, 2017. Although PI team starting advertising atthe beginning of June when they heard from the program director that the project was beingrecommended for funding, the turn-around was still too quick. Several potential participantswho were interested indicated that the short notice kept them from applying as they already hadprior travel plans or scheduled experiments. Similarly, some potential students could notparticipate as his
are conducted by phone and the committee meets in person once a year to pairthe next cohort of mentors and mentees and to plan the year’s orientation and core workshopevents. The approximate time commitment to serve on the Executive Committee is 25 hoursannually for members and about 50 hours annually for the Chair.Matching Mentoring PairsOne of the primary duties of the Executive Committee is to match the mentoring pairs. Afterlearning from several cohorts, it has worked best to gather applications using SurveyMonkeyduring the month of May, as faculty have some breathing room after finishing their springsemester. The application process has evolved from a lengthy multi-page pencil and papersolicitation to a simple 20-minute online survey
undergraduate students to faculty advancement. She provides her knowledge and experience in the corporate sector as well as in education to the successful strategic planning and execution of the faculty development program.Julie Simmons Ivy, North Carolina State University Julie Simmons Ivy is a Professor in the Edward P. Fitts Department of Industrial and Systems Engineering and Fitts Faculty Fellow in Health Systems Engineering. She previously spent several years on the faculty of the Stephen M. Ross School of Business at the University of Michigan. She received her B.S. and Ph.D. in Industrial and Operations Engineering at the University of Michigan. She also received her M.S. in Industrial and Systems Engineering with a
commit itself forcefully andvisibly to improving the diversity of the whole community.” Specific recommendations forfaculty diversity included developing a plan to increase gender diversity among STEM facultyand to increase the number of faculty of color across the university.The university president at the time increased attention to diversity by making it one of fiveguiding principles in the university strategic plan and creating the President’s Diversity Initiativein 2012. In 2014, the provost created the vice provost for diversity position, which is a full-timeadministrative position charged with overseeing diversity efforts for students, faculty, and staff.In 2016 a new university president was appointed. While it is too early to determine