ADVANCE Partnerships for Adaptation, Implementation and Dissemination Award: Partnership for Faculty Equity and Diversity

ADVANCE 适应、实施和传播伙伴关系奖：教师公平和多元化伙伴关系

• 批准号: 0620123
• 负责人: Herbert Killackey
• 金额: $ 50万
• 依托单位: University of California-Irvine
• 依托单位国家: 美国
• 项目类别: Standard Grant
• 财政年份: 2007
• 资助国家: 美国
• 起止时间: 2007-01-01 至 2011-12-31
• 项目状态: 已结题
• 来源: https://www.nsf.gov/awardsearch/showAward?AWD_ID=0620123&HistoricalAwards=false
• 关键词: ADVANCE; Partnerships; Adaptation; Implementation; Dissemination

The five southern California campuses of the University of California (UC) system propose an ongoingseries of workshops and seminars targeting senior academic administrators. The Partnership campusesare: Irvine (UCI), Los Angeles (UCLA), Riverside (UCR), San Diego (UCSD), and Santa Barbara (UCSB). The proposed workshops and seminars allow dissemination of lessons learned and best practices that have enabled UCI to dramatically increase hiring of women and underrepresented minorities in STEM fields during the ADVANCE award (September 2001-present). While excellent progress has been made in recruiting women to UCI, the Partnership will focus on strategies to retain and advance women and minority faculty. The workshops promote understanding, facilitate training, and encourage implementation of the novel programs developed at the Irvine campus and by other ADVANCE initiatives. Experts on institutional transformation and faculty diversity agree that the top administration must provide accountability for diversity for deans and department chairs to implement effective strategies for recruiting, retaining, and advancing a diverse professoriate. In order for changes to "filter down" to the departmental level, higher administrators need to develop strategies for holding deans accountable for their units so that the deans will then develop strategies for holding departments accountable. Chairs are the key link between upper level administrators and the faculty. Department chairs' key role in implementing new policies, like the UC family friendly policies, coupled with the challenge of constantly shifting chairs who may not have gained the interpersonal relations and bureaucratic skills essential for equitable implementation, implies a pressing need for chairs' training. Department chairs, as "climate regulators", serve an essential function in ensuring that faculty members who make use of such policies do not experience retaliation by their departmental colleagues.The University of California is the largest public university in the United States with over 200,000 studentson ten campuses employing more than 8,000 ladder-rank faculty members. The system's studentpopulation is quite diverse, yet the faculty population remains predominantly white and male. In recentyears, many campuses have increased the rate of hiring women and minority faculty members, yetretention of these promising scholars through the rigorous review process will require that administratorsare capable of implementing new policies (e.g., family friendly policies) while at the same time ensuring awork environment that welcomes faculty from diverse backgrounds. The Implementation Team involvesscholars and professionals who are diverse in terms of discipline, ethnicity, and gender. The diversity ofthis team will be key in implementing a program that appeals to administrators from broad backgroundsand weaves sensitivity to gender and ethnic issues throughout the planned programming. The expectation is that the programs for provosts, deans and chairs become a model for other institutions that care about faculty equity and diversity.

加州大学(UC)系统的五个南加州校区提出了一系列针对高级学术管理人员的正在进行的研讨会和研讨会。合作伙伴关系的校区包括：欧文(UCI)、洛杉矶(UCLA)、河滨(UCR)、圣地亚哥(UCSD)和圣巴巴拉(UCSB)。拟议的讲习班和研讨会可以传播经验教训和最佳做法，这些经验教训和最佳做法使UCI能够在预奖期间(2001年9月至今)在STEM领域大幅增加对妇女和代表不足的少数群体的雇用。虽然UCI在招募妇女方面取得了很好的进展，但伙伴关系将把重点放在留住和提升妇女和少数族裔教员的战略上。这些研讨会促进了解，促进培训，并鼓励实施在欧文校区和其他先期倡议制定的新颖计划。机构转型和教师多元化方面的专家一致认为，最高行政当局必须为院长和系主任提供多元化问责，以实施有效的战略，招聘、留住和提升多元化的教授。为了使变革“向下渗透”到部门层面，高层管理人员需要制定战略，以追究院长对其单位的责任，以便院长随后将制定战略，追究部门的责任。主席是连接高层管理人员和教职员工的关键纽带。部门主任在执行新政策方面的关键作用，如加州大学的家庭友好政策，再加上不断更换椅子的挑战，这些人可能没有获得公平执行所必需的人际关系和官僚技能，这意味着迫切需要对主席进行培训。系主任作为“气候调节者”，在确保利用这种政策的教职员工不会受到系同事的报复方面发挥着至关重要的作用。加州大学是美国最大的公立大学，在10个校区拥有20多万名学生，雇佣了8,000多名教职员工。该系统的学生人数相当多样化，但教职员工人数仍然以白人和男性为主。近年来，许多校区增加了聘用女性和少数族裔教职员工的比例，但要通过严格的审查过程留住这些有前途的学者，将要求管理人员有能力实施新政策(例如，有利于家庭的政策)，同时确保有一个欢迎不同背景教师的工作环境。实施小组有学者和专业人员参加，他们在学科、种族和性别方面各不相同。这个团队的多样性将是实施一项计划的关键，该计划吸引来自广泛背景的管理人员，并将对性别和种族问题的敏感性贯穿于计划中的计划。人们的期望是，Easers、院长和教席项目将成为其他关心教师公平和多样性的机构的典范。