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Institutions Developing Excellence in Academic Leadership (IDEAL):

A University Partnership Model to Seed Institutional Transformation

 Diana Bilimoria, Key Bank Professor

Amanda Shaffer, Project Director, IDEAL Lynn T. Singer. Deputy Provost and VP for Academic

AffairsCase Western Reserve University

www.case.edu/provost/ideal/

March 5, 2013

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Purpose of IDEALThree year NSF ADVANCE PAID project to stimulate gender and underrepresented minority equity related transformation in each institution at five Northern Ohio research Universities by adapting and disseminating successful mechanisms from CWRU’s ADVANCE IT program, Academic Careers in Engineering and Science (ACES)

www.case.edu/admin/aces/

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IDEAL Personnel

Diana Bilimoria, PhD Professor of Organizational Behavior, Case Western Reserve University

Helen Qammar, PhD, Associate Professor of Chemical and Biomolecular Engineering, Director of the Institute for Teaching & Learning, University of Akron

Amanda Shaffer, Project Director, Institutions Developing Excellence in Academic Leadership (IDEAL), Case Western Reserve University

Lynn Singer, PhD, Deputy Provost and Vice President for Academic Affairs; Professor of Environmental Health Sciences, Pediatrics, Psychiatry and Psychology, Case Western Reserve University

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IDEAL Co-Directors Each partner institution is led by a Co-Director

Dr. Julie Barnes Dr. Diana Bilimoria,

BGSU CWRU

Dr. Paul P. Lin Dr. Mary Louise Holly

CSU KSU

Dr. Helen Qammar Dr. Penny Poplin Gosetti

UA UT

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IDEAL Advisory Board

Comprised of the PI, Co-PI’s, Co-Directors and W. A. "Bud" Baeslack III, Provost and Executive Vice

President, CWRU Melissa Cardenas, PhD, Director, Academic Quality

Assurance, Ohio Board of Regents Byron C. Clayton, MBA, EDM, Vice President, NorTech Abigail Stewart, PhD, Professor of Psychology and Women's

Studies, and Director of the ADVANCE Program at the Institute for Research on Women and Gender, University of Michigan

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IDEAL Objective #1Objective 1: Create a regional learning

community of academic leaders in northern Ohio informed about factors responsible for the underrepresentation of women and minority groups in academic S&E and committed to transforming institutional cultures in S&E disciplines.

Strategy: CWRU adapted its successful ACES executive coaching program through leadership development sessions and team coaching.

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IDEAL Objective #2Objective 2: Develop a cohort of formal and

informal S&E leaders at each partner institution to implement, adapt and sustain customized change initiatives on individual campuses.

Strategy: Change Leader Teams identified and implemented annual change projects, and presented their results at the plenary conference. Each change project contributed to institutional transformation around the change theme identified as important for S&E transformation at that university.

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IDEAL Objective #3Objective 3: Assemble the senior academic

leadership of partner universities to disseminate best practices from ADVANCE institutions, exchange regional institutional research, policies and practices, and evaluate change initiatives.

Strategy: To reinforce institutional commitment to change initiatives, the IDEAL plenary conference (9/17/10, 9/16/11 and 10/5/12) were attended by senior university administrators, the Change Leader Teams and national experts to discuss each institution’s transformation efforts.

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IDEAL Institutional Change Projects and OutcomesBowling Green State University

Case Western Reserve UniversityCleveland State UniversityKent State State University

University of AkronUniversity of Toledo

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Bowling Green State University

Institutional Transformation Theme: “Build intellectual community and collegiality around diversity and inclusion in STEM to foster recruitment & retention of women students and faculty at BGSU.”

Projects: Year 1 – climate survey and focus groups; created websiteYear 2 - analyzed survey; search committee talk on biasYear 3 – expanded website and blog; surveyed STEM chairs

Outcomes: Search committee training and faculty climate survey are being institutionalized. Will submit ADVANCE IT proposal in 2013.

www.bgsu.edu/offices/provost/ideal/index.html

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Case Western Reserve University

Institutional Transformation Theme: “Enhancing Collegiality and Inclusion in S&E.” Projects: Year 1 – Assess faculty development needs by rank in

College of Arts and Sciences; Year 2 – Pilot projects for mentoring new faculty launched

in Schools of Management and Engineering Year 3 – Faculty focus groups on climate survey results to

solicit recommendations for improvement in School of Medicine

Outcomes: Mentoring in WSOM and Launch Committee in CSE institutionalized. Vice Dean of Faculty Development and Diversity appointed in SOM.

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Cleveland State UniversityInstitutional Transformation Theme: “Encouraging S&E women and URM faculty to actively participate in institutional policy-making committees.”

Projects: Year 1 – Identify barriers to leadership; collect NSF indicators Year 2 – Explore potential for faculty development and leadership training; offer two faculty development seminarsYear 3 – Submit faculty development center proposal to provost

Outcomes: In 2012, Provost approved creation of the Faculty Enrichment and Leadership Center with operating budget and director salary.

www.csuohio.edu/engineering/IDEAL/

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Kent State UniversityInstitutional Transformation Theme: “Enhancing the climate for scholarly and collegial community in the College of Arts and Sciences”.

Projects: Year 1 – A&S climate survey; created website and chair resourcesYear 2 – Conducted focus groups; faculty workshopsYear 3 – Continued workshops; submitted ADVANCE IT proposal

Outcomes: President created the Presidential Task Force for Women in STEM Education and Research.

www.kent.edu/ideal/index.cfm

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University of AkronInstitutional Transformation Theme: “Faculty Hiring that Makes a Difference”

Projects: Year 1 – Profile UA hiring with IR data and interviews; promotional video about diversity in recruitmentYear 2 – Website of best practices to augment HR trainingYear 3 – Diversify candidate pools for Provost’s Strategic Hiring Initiative by providing guidelines for the RFP.

Outcomes: Provost’s Strategic Investment Program (150 new interdisciplinary faculty over 10 years) includes “Diversity of people, thoughts, and perspectives must be enhanced.”

www.uakron.edu/itl/IDEAL/ideal-at-ua.dot

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University of ToledoInstitutional Transformation Theme: “Creating a climate for successful retention, tenure, and promotion”

Projects: Year 1 – Climate Survey; propose the Program for the Advancement of Women in STEMM (PAWS) Year 2 – Train peer-advising teams for associate professorsYear 3 – SOM launches PAWS; ADVANCE IT submitted

Outcomes: Provost has a new emphasis on Faculty Development and formed an Advisory Committee on Faculty Development.

www.utoledo.edu/offices/chancellor/ideal/index.html

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Evaluation Data collection and analysis by external

evaluator Leadership Development overall effectiveness

ranged from 3.41 – 3.92 out of 4.0 Sample participant learnings:

Change leaders described powerful impacts on their personal and professional development, which they put into practice.

Plenaries were highly valued for effectively sharing best practices and building cross university connections.

Final report available on website www.case.edu/provost/ideal/

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Changes in Number of Tenure-Track Faculty Across the 6 IDEAL Universities

211

898

49

1060

225.5

829.5

51.5

1003.5

0

200

400

600

800

1000

1200

Female Male URM Non-URM

2008-09 2011-12

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Changes in Tenure-track Faculty Across the 6 IDEAL Universities

81178

130

720

72.5154 153

675.5

0100200300400500600700800

Female Male Female Male

Pre-tenure Faculty Tenured Faculty

2008-09 2011-12

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Changes in Leadership Positions Across the 6 IDEAL Universities

12

9

02

16 16

1 2

02468

1012141618

Endowed Chair Department Chair Endowed Chair Department Chair

Female URM

2008-09 2011-12

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25 out of 62 (56 change leaders and 6 co-directors) were promoted or appointed to roles of leadership within their institutions during or after their participation in IDEAL

Changes in Leadership Positions Across the 6 IDEAL Universities

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Ongoing IDEAL Collaborations To Tenure and Beyond: Building an Intentional Career in

STEM (a Pay it FORWARD award) a career development workshop series for pre-tenure women in STEM from the IDEAL universities. Piloted in 2011, repeated fall of 2012.

Partner universities are exploring a potential pilot of a Dual-Career Network for recruitment and retention purposes.

Partner universities submitted an Alliance for Graduate Education and the Professoriate (NSF AGEP) proposal in 2012.

Submitted a ADVANCE PAID proposal for a nationwide IDEAL program in 2012.