This work aims to represent diverse opinions and needs; and rather than reflecting current culture, it can challenge unjust social norms and cultural expectations. The goal is to make URI a workplace that is more fair and equitable, and more welcoming/productive for everyone. Following are some guiding principles that reflect this vision
Consistent with widespread national attention to the issue of gender equity in faculty salaries, Edward M. Gramlich, former Interim Provost and Executive Vice President for Academic Affairs, commissioned a group of faculty and academic administrators to conduct an econometric analysis of salaries of tenured and tenure-track faculty.
Covered in this document are the benefits of having a diverse work force in academia. The sections of the document are Benefits for teaching and research; Benefits for students; Challenges of diversity; Examples of common social assumptions/expectations; Examples of assumptions or biases that can influence interactions; Examples of assumptions or biases in academic contexts; Biases and assumptions that can influence interaction between colleagues; and Resources.
The purpose of the Gender Awareness component of the ACES project is to introduce to students research that indicates gender discrepancies in the treatment of men and women in academia and the work world that lead to the devaluation of women’s accomplishments and fewer benefits and rewards extended to professional women, especially in academia
This presentation by the University of Michigan’s ADVANCE program focuses on how to measure change when trying to increase women in STEM. Their measures and findings are reported. This presentation was given at the 2007 PI meeting.
We all intend to be objective scholars who evaluate others based entirely on individual merit. But research shows that everyone brings social stereotypes and a lifetime of cultural experience to the evaluation process.
This document is a list of reasons why gender equity is important. Examples include: "Equity increases the range and size of the candidate pool, thus maximizing the chances of hiring the best new faculty or staff.
This presentation from the 2011 PI Meeting covers evaluation of 19 institutional ADVANCE awards. It included strategies and processes used to influence gender representation in academic STEM departments;
transform institutions so that, in time, ADVANCE
will no longer be needed; and processes of institutional change.
This mailing list is for the use of the ADVANCE PIs, Directors, and Program Developers. It will enable us to share best practices, helpful web sites and programs, discuss common goals, etc. You can subscribe here.
The methods and procedures outlined in these toolkits will help you to meet the NSF reporting requirements and conduct effective program evaluations. Toolkits are available here.
The ADVANCE Implementation Mentors Network connects change leaders at ADVANCE grantee institutions to increase their efficiency and effectiveness. advanceaimnetwork.org
This material is based upon work supported by the National Science Foundation under Grant No. SBE-0244916, with additional support from the Clare Boothe Luce program of the Henry Luce Foundation. Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the National Science Foundation or the Henry Luce Foundation.