The document summarizes the evaluation of an institutional transformation initiative at the University of Maine called ADVANCE Rising Tide. It describes the goals of improving policies, practices, and opportunities for women STEM/SBS faculty. Evaluation data showed improvements in job satisfaction and climate surveys but challenges remain in increasing the percentage of women faculty and changing practices at the department level. While progress was made, continued efforts are needed for further transformation.

1. D=.55
Leadership, Research, Implementa3on, Evalua3on…Repeat:
Measuring Ins3tu3onal Transforma3on
Through Research and Evalua3on
In order to
Evalua2on: Key Indicator Research: Job Sa2sfac2on Program Implementa2on
Leadership Engagement Research of
Equity/Climate
Issues
Implementa2on of
Interven2ons
Evalua2on of
Interven2ons
Data Driven
Leadership
Discussions
Addi2onal
Research
Modifica2on of
Interven2ons
Evalua2ons of
Modified
Interven2ons
Data Driven
Leadership Review
Advancement
Ini3a3ve
Council
(2010-16)
Provost’s Council on Advancing Women Faculty (2016)
In 2010, the University of Maine was awarded an
ADVANCE-IT grant to establish the ADVANCE Rising Tide
Ini2a2ve (Cohort 5). The Co-PIs employed a theory of
change model based on increasing STEM/SBS female
faculty job sa2sfac2on to improve reten2on, recruitment,
advancement. Job sa2sfac2on is dependent on
understanding, monitoring and controlling mediators &
triggers (Hagedorn, 2000). Changes in job sa2sfac2on
indicators require sustained cultural change at ins2tu2onal
and system levels (Kezar and Eckel, 2002). Research and
evalua2on was conducted based on this approach to IT and
the subsequent logic model guided ques2ons, program
ac2vi2es and data collec2on.
Years 1-3
Years 4-6
Originally established as the ADVANCEment Ini2a2ve
Council (AIC) in 2010, the con2nuing mission of the
Council is to advance equality and a diverse faculty
workforce by promo2ng a posi2ve work climate for all
faculty. It will con2nue to serve in an advisory capacity
for the newly established UMaine Rising Tide Center.
Since 2010, membership has consisted of UMaine’s Provost/
PI, RTC Director, VP of Research, College Deans, Execu2ve
Directors, EO, HR and faculty representa2ves. In 2016,
addi2onal campus stakeholders were appointed. The
Execu2ve Commi`ee and Data Tracking Sub-Commi`ee
reviews research and evalua2on data to present to Council.
Lesson Learned about Measuring Ins3tu3onal Transforma3on
• Goals and objec2ves must be aligned with theory of change
and logic model;
• Data must be collected, analyzed, and reviewed at regular
intervals and shared with ins2tu2onal leadership;
• Policies, processes and ac2vi2es need to be responsive to the
data and program modifica2ons must be evaluated;
• Change is slow, sustainable progress is measured over 2me.
Work-life balance policy reform
Promo2on Review policy reform
Climate Improvement grants
Career Recogni2on Awards
Leadership and Research grants
Promo2on & Tenure training
Implicit Bias training
Male Advocates and Allies
Chair/Director training
Targeted Faculty Mentoring
Networking Conference
New Faculty Orienta2on
Peer Review Handbook
Search Commi`ee Handbook
Maine Career Connect:
Dual Career Family Support
Climate surveys (Yr. 1,3,5) documented a reduc2on of differences in men
and women faculty percep2ons of job sa2sfac2on, tenure/promo2on
support, and some aspects of departmental climate from 2011 to 2015.
Fiscal stress impacted male faculty job sa2sfac2on ra2ngs, but there was
no effect for women. Results suggest the impact of Rising Tide efforts may
have acted as a buffer for women’s job sa2sfac2on.
Implicit Bias Workshops were
par2cularly effec2ve in improving job
sa2sfac2on for women faculty. There
was a small to moderate effect size
difference for women who a`ended
bias workshops compared to those
who did not a`end (d=.29).
UM Fiscal Stress What impact do you feel the University's
fiscal environment has on you?
1
2
3
4
5
2015 Men
1
2
3
4
5
6
d = .00d =.29
2015 2011
UM Job Sa2sfac2on
How sa?sfied with your job at UMaine?
1
2
3
4
5
6
2015 2011
UM Job Sa2sfac2on
How sa?sfied with the way your career has
progressed at UMaine?
Ins2tu2onal Transforma2on Model
d = .55
d = .06
Men
Women
Women
1
2
3
4
5
6
UM Tenure Support
Sa?sfied with your pre-tenure support?
d = .19
2011
d = .84
1
2
3
4
5
6
UM Promo2on Support
Chair helpful in promo?on to Full Professor?
2011 2015 2015
UM Isola2on
Feel isolated at UMaine?
2011 2015
d = .29
1
2
3
4
5
6
Women
Men
Number of Women
Faculty by Rank
(% Women Faculty)
Year 1
2010-11
Year 2
2011-12
Year 3
2012-13
Year 4
2013-14
Year 5
2014-15
Year 6
2015-16
STEM
Assistant Professor 14 (40%) 14 (41%) 14 (45%) 13 (37%) 13 (36%) 15 (35%)
Associate Professor 22 (24%) 23 (26%) 22 (24%) 21 (24%) 23 (28%) 25 (25%)
Professor*(met goal) 21 (16%) 21 (16%) 22 (18%) 24 (18%) 25 (19%) 25 (20%)
SBS
Assistant Prof. 5 (56%) 5 (56%) 5 (63%) 5 (71%) 4 (36%) 5 (42%)
Associate Prof. 9 (50%) 7 (44%) 6 (35%) 6 (33%) 7 (44%) 5 (36%)
Professor* (met goal) 6 (19%) 8 (24%) 8 (26%) 6 (21%) 6 (21%) 6 (22%)
The University of Maine met its goals for increasing women faculty at
Professor Rank by Year 5 (STEM 17% and SBS 18%) but has been unable to
meet goals for increasing the percentage of women faculty at Associate and
Assistant Professor ranks due to budget constraints, re2rements and
con2nuing difficul2es during search/hiring processes. In order to address
persistent issues at both the search/hire and tenure review stages,
ADVANCE Rising Tide adopted the NDSU Male Advocates and Allies
program in 2014-15. There are 9 Male Advocates and 55 Male Allies who
have commi`ed themselves to training in implicit bias and reducing its
impact in their unit’s recruitment, hiring, and peer review processes.
No Events
1 or more
76%
Event A`endance and Job Sa2sfac2on
Training Topic Category
Survey: Rising Tide Event A`endance (2015)
• Event a`endance increased perceived job sa2sfac2on in
women faculty;
• Work-life policy efforts lead to increased awareness/use;
• Ins2tu2onal leadership provided sustainable funding for
Rising Tide Center and new director;
• Widespread integra2on of new policies, professional
development and prac2ces into ins2tu2onal structures.
Iden3fied Areas for Con3nued Improvement Early Evidence of Ins3tu3onal Transforma3on
• Percentages of women STEM/SBS faculty have not
increased due to budget constraints and minimal new
faculty hires;
• Con2nued resistance to change in search, hiring and peer
review prac2ces at the departmental level;
• System reorganiza2on poses challenges to progress on
ins2tu2onal goals and monitoring.
University of Maine’s ADVANCE-IT project
measured progress on the following goals:
Goal #1: Improve ins2tu2onal policies, prac2ces,
and professional development opportuni2es for
women STEM/SBS faculty;
Goal #2: Decrease isola2on and improve STEM/
SBS women faculty recruitment, reten2on, and
advancement;
Goal #3: Improve posi2ve intra/inter university
connec2ons and networks for women faculty;
Goal #4: Improve system policies, prac2ces, and
professional development opportuni2es for
women faculty.
1
2
3
4
5
6
d = .11
Doore, S., McCoy, S., Blackstone, A., Gardner, S., Horton, K., Fairman, J., Fried, A., Groden, E. and Hecker, J.
ADVANCE Rising Tide, The University of Maine, Orono, ME
Men
Women
Men
Women
Men
Women
Men
Women
Men
Women
Climate Survey
2011 n = 339
2015 n = 238
Evalua2on Data:
1 or more event
STEM/SBS Women 75%
STEM/SBS Men 57%