ADVANCE Institutional Transformation Award: Comprehensive Institutional Intervention Strategy at Iowa State University

该项目的目标是调查多层次参与行动模式的有效性，以产生制度变革，从而使大学科学、技术、工程和数学领域的女教师充分参与。这种模式侧重于通过大学各级个人的积极参与来改变部门文化（观点、态度、规范和共同信仰）、实践（人们所说和所做的）、结构（物质和社会安排）以及大学政策。从工程学院、文理学院和农业学院中选出的九个重点系的教员将组成核心系级工作组。部门转型的三个步骤将包括焦点小组和需求评估会议，为满足各个部门的独特需求而量身定制的培训课程，以及由部门教师和ADVANCE项目负责人参与的合作问题解决会议。制定和实施促进包容文化、实践和结构的最佳做法将是部门一级的目标。系主任和ADVANCE教授将是关键的变革推动者。与此同时，整个大学的重点将放在识别对公平的微妙和公开的障碍，以及有助于消除这些障碍的政策上。教务长、副教务长、院长、学院公平顾问、学院多样性委员会、系主任和ADVANCE教授将制定和改变政策，以提高决策的透明度，使灵活的职业选择制度化，加强和扩大指导工作，提高行政部门、教职员工对STEM领域女性问题的认识，并扩大专门针对有色人种女性发展的战略。务虚会和网络会议将促进大学内部的互动，建立一个女性STEM教师社区，这将减少隔离。在爱荷华州立大学举办的全国会议将邀请顶尖专家到校园分享变革战略，并提供一个传播最佳实践的论坛，特别是在灵活的教师职业领域。爱荷华州立大学ADVANCE领导团队在与STEM领域女性教师进步相关的制度问题上合作了三年。在副教务长的领导下，ADVANCE领导团队接待了国家多样性专家的访问，制定和修订了关键政策，并建立了一个参与ISU STEM女性务静会的教师和管理人员网络。与现有ADVANCE机构转型受助人的伙伴关系将继续是这一持续努力的关键组成部分。多学科advance领导团队将集中参与协调该项目，个别成员在整个大学担任关键角色，作为变革推动者。来自重点部门、学院和大学的数据将被收集并用于评估这种方法在制度转型中的有效性。成功的策略和行动将被推广到其他部门和其他大学实施。关于参与式行动模式作为制度变革驱动因素的有效性的研究结果，将与其他advance机构分享，并在全国期刊和会议上发表。

The goal of this project is to investigate the effectiveness of a multilevel participatoryaction model to produce institutional transformation resulting in the full participation ofwomen faculty in science, technology, engineering and math fields in the university. Thismodel focuses on transforming departmental cultures (views, attitudes, norms and sharedbeliefs), practices (what people say and do), and structures (physical and socialarrangements) as well as university policies through active participation of individuals atall levels of the university.Faculty in nine focal departments, chosen from the College of Engineering, the Collegeof Liberal Arts and Sciences and the College of Agriculture, will form the coredepartment-level working groups. A three-step process for departmental transformationwill include focus group and needs assessment meetings, training sessions tailored tomeet the unique needs of individual departments, and collaborative problem solvingsessions involving department faculty and ADVANCE program leaders. Developing andimplementing best practices for fostering cultures, practices and structures of inclusionwill be the goal at the department level. Department chairs and ADVANCE professorswill be key change agents. At the same time, the university-wide focus will be onidentification of subtle and overt impediments to equity and on policies that will helpdissolve these barriers. The Provost, Associate Provost, Deans, College Equity Advisors,College Diversity Committees, Department Chairs, and ADVANCE professors willdevelop and transform policies to increase the transparency of decision making,institutionalize flexible career options, strengthen and expand mentoring efforts, increaseawareness of administration, faculty and staff regarding issues for women in STEM fieldsand expand strategies specifically for advancement of women of color. Retreats andnetworking meetings will facilitate interactions within the university, building acommunity of women STEM faculty which will reduce isolation. A national conference,hosted at Iowa State University, will bring leading experts to campus to share strategiesfor change and provide a forum for dissemination of best practices, particularly in thearea of flexible faculty careers.The Iowa State University ADVANCE Leadership Team has worked together for threeyears on institutional issues related to the advancement of women faculty in STEM. Ledby the Associate Provost, the ADVANCE Leadership Team has hosted visits by nationalexperts on diversity, developed and revised key policies, and developed a network offaculty and administrators who have participated in ISU STEM retreats for women.Partnerships with existing ADVANCE Institutional Transformation grantees willcontinue to be a key component of this on-going effort. The multidisciplinaryADVANCE Leadership Team will be centrally involved in coordinating this project withindividual members serving in key roles as change agents throughout the university.Data from focal departments, colleges and the university will be gathered and used toevaluate the effectiveness of this approach in institutional transformation. Successfulstrategies and actions will be generalized to be implemented in other departments and atother universities. The results of this research, regarding the effectiveness of theparticipatory action model as a driver for institutional change, will be shared with otherADVANCE institutions and presented nationally in journals and at conferences.