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ACE Network: "Identifying, Developing,...ACE


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ACE Network: "Identifying, Developing,...ACE

  1. 1. ACE Network Office of Women in Higher Education Identifying, Developing, Encouraging, Advancing, Linking, and Supporting Women in Higher Education Updated by OWHE and the ACE Network Executive Board for the State Coordinator’s Conference 2003State coordinators and other members of the ACE Network may use this handbook, in whole or in part, in support of ACE Network programs and initiatives.
  2. 2. TABLE OF CONTENTSI. WHAT YOU NEED TO KNOW ABOUT ACE . . . . . . . . . . . . . . . . . . . . . . . . 1 MISSION …………………………………………………………………………………1 PRESIDENT OF ACE…………………………………………………………………….1 ACE WEB SITE…………………………………………………………………………..2II. WHAT YOU NEED TO KNOW ABOUT OWHE . . . . . . . . . . . . . . . . . . . . . 3 MISSION………………………………………………………………………………….3 VICE PRESIDENT AND DIRECTOR OF OWHE………………………………………3 OWHE STAFF AND CONTACT INFORMATION …………………………………….4 THE COMMISSION ON WOMEN IN HIGHER EDUCATION………………………..6 OWHE PROGRAMS AND INITIATIVES………………………………………………6 OWHE WEB SITE…….………………………………………………………………….7 THE HISTORY OF OWHE: 1973-2002………………………………………………….8 THE DONNA SHAVLIK AWARD……………………………………………………..10 THE ACE NETWORK PROGRAM AWARD………………………………………….11III. WHAT YOU NEED TO KNOW ABOUT THE ACE NETWORK . . . . . . 12 HISTORY OF THE ACE NETWORK………………………………………………….12 STRUCTURE OF THE ACE NETWORK……………………………………………...13 ROLES AND EXPECTATIONS OF THE EXECUTIVE BOARD…………………….13 ROLES AND EXPECTATIONS OF PRESIDENTIAL SPONSORS……….………….15 ROLES AND EXPECTATIONS OF STATE COORDINATORS . . . . . . . . . . . . . . . . 16 ROLES AND EXPLANATIONS OF STATE PLANNING COMMITTEES………… .18 ROLES AND EXPECTATIONS OF INSTITUTIONAL REPRESENTATIVES.……..19IV. WHAT YOU NEED TO KNOW ABOUT POLICIES/ RESOURCES . . . . 22 THE OWHE GRAPHIC IDENTIFIER………………………………………………….22 THE ACE NETWORK GRAPHIC IDENTIFIER………………………………………22 SAMPLE STATE LETTERHEAD WITH GRAPHIC IDENTIFIER….……………….23 FUNDRAISING…………………………………………………………………………24 USING THE MEDIA……………………………………………………………………25 A SHORT GUIDE TO MEDIA RELATIONS………………………………………….25 SAMPLE LETTERS…………………………………………………………………… 28 ADVANCING WOMEN INTO SENIOR LEADERSHIP POSITIONS……………….33 i
  3. 3. V. WHAT YOU NEED TO KNOW TO ORGANIZE YOUR NETWORK . . 35 CHARACTERISTICS OF STRONG STATE NETWORKS…………………………..35 ORGANIZATIONAL MODELS……………………………………………………….35 THE SMALL STATE …………………………………………………………. 36 THE LARGE STATE ………………………………………………………….37 ACE NETWORK BUSINESS OPERATIONS…………………………………………37 CORPORATE IDENTITY …………………………………………………… 37 BANK ACCOUNTS…………………………………………………………… 38 RELATIONSHIPS WITH SPONSORING INSTITUTIONS…………………... 38 GUIDELINES FOR INVOLVING PRESIDENTS IN STATE NETWORKS………. ..39 REBUILDING A STATE NETWORK…………………………………………………39VI. WHAT YOU NEED TO KNOW ABOUT SUCCESSFUL NETWORKS . 42 STATEWIDE CONFERENCES……………………………………………………… 42 REGIONAL CONFERENCES WITHIN A STATE………………………………... 43 REGIONAL CONFERENCES AMONG STATES………………………………… 44 SPECIALIZED LEADERSHIP DEVELOPMENT PROGRAMS…………………. 44 STATE AWARD PROGRAMS…………………………………………………….. 44 NEWSLETTERS……………………………………………………………………... 45 WEB SITES…………………………………………………………………………. 46 FINANCIAL RESOURCES………………………………………………………… 46 RETREATS FOR THE STATE PLANNING COMMITTEE……………………… 46 MENTORING…………………………………………………………………………..47VII. WHO’S WHO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 ACE COMMISSION ON WOMEN IN HIGHER EDUCATION………………….. . 48 ACE NETWORK EXECUTIVE BOARD………………………………………….. . 53 ACE NETWORK, SPONSORS, AND LIAISONS…………………………………. . 55VIII. DESIGNING A CURRICULUM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 MODULES FOR INDIVIDUAL DEVELOPMENT………………………………... .69 MODULES FOR PROFESSIONAL SKILL AND ABILITY DEVELOPMENT….. .70 SAMPLE MODULE: BUILDING A TEAM……………………………………….. .73 SAMPLE MODULE: CAREER MAPPING……………………………………….. 81 PROFESSIONAL GOALS INSTRUMENT……………………..………... 82 SKILLS ASSESSMENT INSTRUMENT………………………… ………. 83 ii
  4. 4. VALUES, STORIES, AND QUESTION CHART……………………… .….84 CAREER MAPPING INSTRUMENT………………………………………..85IX. GOOD STUFF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 FRESH IDEAS………………………………………………………………….……...91 THINGS TO READ…………………………………………………………………....92 QUOTABLE WORDS………………………………………………………………. 96 iii
  5. 5. I: What you need to know about ACEMissionCore Values: The American Council on Education (ACE) values inclusiveness anddiversity, recognizes higher education’s responsibility to society, and embraces the belief thatwidespread access to excellent postsecondary educational opportunities is the cornerstone ofa democratic societyVision: ACE aims to foster greater collaboration and new partnerships within and outsidethe higher education community to help colleges and universities anticipate and address thechallenges of the 21st century and contribute to a stronger nation and a better world.Mission: ACE, the major coordinating body for all the nation’s higher education institutions,seeks to provide leadership and a unifying voice on key higher education issues and toinfluence public policy through advocacy, research, and program initiatives.Strategic Priorities: Representation, leadership development, and service.President of ACEDavid Ward became the eleventh President of the American Council on Education onSeptember 1, 2001. Prior to that he served for eight years as the 25th chancellor of theUniversity of Wisconsin-Madison and became the Charles Kendall Adams UniversityProfessor in January 2000. As provost from 1989 to 1993 and as chancellor, Dr. Wardprovided strong leadership for efforts to improve the quality of undergraduate education.Changes he inspired include enhanced student advising, particularly for freshmen andsophomores; expanded course access; a core curriculum; increased opportunities forundergraduates to conduct research; and deliberate focus on women’s issues.During his tenure at the University of Wisconsin, Dr. Ward gave new expression to TheWisconsin Idea, the venerable philosophical framework for the universitys public servicerole. In particular, he improved connections among the university, the city, the businesscommunity, and the state. He also presided over substantial additions to the physical fabricof the campus and sustained a creative partnership between public and private support.Dr. Ward chaired the Board of Trustees of the University Corporation for Advanced InternetDevelopment, a nonprofit group spearheading the development of Internet2, the next-generation use of the Internet for teaching and research. He also served on the Board ofDirectors of the National Association of State Universities and Land-Grant Colleges and wasa member of the Kellogg Commission on the Future of State and Land Grant Universities.Dr. Ward was born in Manchester, England, and received his Bachelor’s and MastersDegrees from the University of Leeds. He earned a Fulbright Travel award to the UnitedStates in 1960 and received a Doctorate from UW-Madison in 1963.He served as chair of the geography department from 1974 to 1977. In 1989 he was awardedthe Andrew H. Clark Professor of Geography and elected President of the Association ofAmerican Geographers. He was appointed associate dean of the Graduate School in 1980,vice chancellor for academic affairs in 1989, and in 1991 was also named provost. Almost his 1
  6. 6. entire academic career has been at UW-Madison, but he has held visiting appointments atUniversity College, London; Australian National University, Canberra; Hebrew University,Jerusalem; University of California, Berkeley; and the University of Leeds, which awardedhim the degree Litt.D. in 1989.ACE Web Site The ACE web site ( is a valuable source for information about ACE, OWHE, and higher education issues. Read about recent ACE responses to issues affecting higher education on the ACE homepage. Click on News Releases to find a list of ACE publications for purchase and the most recent issue of Higher Education and National Affairs Newsletter. Link to OWHE from the ACE homepage by clicking on ACE Programs and then on the Office of Women in Higher Education. Find information about ACE programs designed to develop and advance leaders in higher education--including the OWHE National Forum, ACE Fellows Program, and Department Leadership Program--by clicking on ACE Programs. 2
  7. 7. II: What you need to know about OWHEMissionSince 1973, the Office of Women in Higher Education (OWHE) has been committed to theadvancement of women leaders in higher education. For more than 25 years, OWHE hasprovided information and counsel to constituencies within the higher education communityregarding policies, issues, education, and research that influence women’s equity, diversity,and advancement.OWHE provides national leadership in advancing women to executive positions on campusand serves as a national voice for women in higher education. Staff members also work incollaboration with associations and other groups in higher education on ways to improve thestatus of women.The Office’s mission is to advance women’s leadership by:IDENTIFYING women leaders nationally in higher education through extensive networks.DEVELOPING women’s leadership abilities through state and national programming.ENCOURAGING women to use those abilities.ADVANCING women into senior-level leadership positions by nominating them andworking with search firms on placement.LINKING women leaders to one another.SUPPORTING the tenure of mid- and senior-level women administrators and presidentsthroughout their careers.Vice President and Director, OWHEDr. Claire Van Ummersen is the Vice President and Director of the Office of Women inHigher Education with responsibility for creating and offering leadership developmentprograms for women, setting national agendas to support the advancement of women leaders,and overseeing state networks, which operate to identify emerging leaders.Prior to joining ACE in the summer of 2001, she was President of Cleveland State Universityfrom 1993 to 2001. As a doctoral granting urban university, Cleveland State serves its regionwith undergraduate and graduate education, research to support the state and regionaleconomy, and professional service to improve the lives and welfare of its residents.From 1986 through 1992, Dr. Van Ummersen was Chancellor of the University System ofNew Hampshire, which served 29,000 students and had a $300 million operating budget.During Dr. Van Ummersen’s tenure in New Hampshire, she launched the Instructional VideoNetwork to link all of the campuses as well as selected local schools.From 1981 to 1986, Dr. Van Ummersen was with the Massachusetts Board of Regents ofHigher Education. Her positions included Vice Chancellor for Management Systems andTelecommunications and Associate Vice Chancellor for Academic Affairs. Statewide 3
  8. 8. planning and program review were critical components of her responsibilities for the 39public colleges and universities in the system.At the University of Massachusetts-Boston, Dr. Van Ummersen first served as AssistantProfessor of Biology and later as Graduate Program Director for Biology, Associate Dean forAcademic Affairs, Associate Vice Chancellor for Academic Affairs, and Interim Chancellor.Dr. Van Ummersen spearheaded the development of a strategic plan targeting three majorprogram areas for development—environmental sciences, public policy and administration,and education.Dr. Van Ummersen earned her BS, summa cum laude, from Tufts University, followed by anMS and a Ph.D. from the same university. She has been awarded two honorary Doctor ofScience degrees, the first from the University of Massachusetts in 1988 and the second fromthe University of Maine in 1991. She is a member of Phi Beta Kappa and Sigma Xi honorarysocieties.OWHE Staff and Contact InformationClaire Van Ummersen, Ph.D.Vice President and Director(202) 939-9390Claire_Van_Ummersen@ace.nche.eduDonna Burns Phillips, Ph.D.Associate Director(202) 939-9388Donna_Phillips@ace.nche.eduDonna Burns Phillips, Associate Director. Dr. Phillips holds a B.A. in Theatre Arts from theUniversity of New Hampshire; she earned an M.A. in Foreign Language Education /Linguistics/French and a Ph.D. in Rhetoric from the University of Louisville. Leaving heracademic post in a department of English in August of 2002 to become part of OWHE, sheholds primary responsibility for the operation of the ACE Network and for the writtenmaterials produced by the office. “But,” she says, “that is an overly simple description. InJames Fisher’s words, ‘A good assistant performs everything from the menial to themagnificent.’ I try to achieve the magnificent on Tuesdays.”Deborah Ingram AllenOffice Manager and Coordinator for Women’s Programs(202) 939-9387Deborah_Allen@ace.nche.eduDeborah Allen has been with the OWHE for 16 years. She is currently working on herMasters of Arts in Organizational Management through the University of Phoenix. Deborahis an active member of the church and community. 4
  9. 9. Patrice JohnsonProject Coordinator(202) 939-9386Patrice_Johnson@ace.nche.eduPatrice Johnson has worked for the Office of Women in Higher Education since 1998. She isresponsible for coordinating meetings and events for the ACE/Network State CoordinatorsConference, the Executive Board Retreat and the OWHE Commission. Patrice is currentlypursuing a degree in JournalismKaylen TuckerProject Coordinator(202) 939-9728Kaylen_Tucker@ace.nche.eduKaylen Tucker is the graduate intern for the Office of Women in Higher Education. She is adoctoral candidate at the University of Maryland, College Park. Focusing on contemporaryAfrican American literature, the working title of her dissertation is "Hybrid Desires and theDichotomous Logic of Race." Kaylen received an MA in English from Purdue University,and a BA in English from Florida A&M University. She plans to join the faculty of a liberalarts institution upon completion of her Ph.D.Anna CobbProject Assistant(202) 939-9728Anna_Cobb@ace.nche.eduAnna Cobb is the graduate intern for the Office of Women in Higher Education. She is anMBA candidate at the Robert H. Smith School of Business at the University of Maryland,College Park. Anna has the certified U.S. equivalents of a Masters Degree in Philosophy andPolitical Science, and an MA in English from the Moscow State University, Russia. She hasworked extensively on international development issues and technical assistance foremerging markets.Contact OWHE at:Office of Women in Higher EducationAmerican Council on EducationOne Dupont Circle NWWashington, DC 20036Tel: (202) 939-9390Fax: (202) 833-5696Email: 5
  10. 10. The Commission on Women in Higher EducationSince the inception of OWHE, members of the Commission on Women in Higher Educationhave served as advisors. The Commission, whose members are appointed by the President ofACE, provides counsel to OWHE and ACE on policies and programs related to women inhigher education. It also assists with the evaluation of current programs, suggests newprograms for consideration, and advises on matters concerning advancement and equity foracademic women. The Commission, composed of 36 college and university presidents whoserve 3-year terms, meets twice a year. See Chapter VII for a list of current members.OWHE Programs and InitiativesThrough its programs and initiatives, OWHE identifies women leaders throughout the nation:♦ ACE and OWHE work in tandem to increase the number of senior-level women by expanding the pool of suitable candidates for such positions.♦ Nominations for leadership and career advancement opportunities are made by OWHE, the ACE Commission on Women in Higher Education, the Executive Board of the ACE Network, individual state networks, campus institutional representatives, and members of the academic community.Programs sponsored by OWHE develop the leadership abilities of women in highereducation:♦ The President’s Roundtables, a series of informal discussions, provide campus presidents with the opportunity to network, share perspectives on a particular topic or concern, consult with ACE on presidential staying power, and contribute their observations to OWHE publications.♦ ACE National Leadership Forums play an important role in the continuing identification and promotion of women for senior-level campus positions and presidencies. Forums are invitational and are held twice each year. An intensive three-day program, the forums have proven to be successful in advancing women. Approximately 200 of the more than 1,000 women who have attended a national Leadership Forum have subsequently become college or university presidents and/or association presidents. Many others have achieved senior administrator positions.The Office of Women in Higher Education encourages women to use their talents andabilities by introducing emerging leaders to current chancellors and/or presidents who cananswer their questions and foster their ambitions, by connecting forum participants withsearch firm consultants who can assist in improving interview skills, and by recommendingcandidates to search firms and committees.Additional OWHE projects and initiatives help advance women into leadership positions:♦ The Project on Advancing Women’s Leadership in Higher Education, which is funded in part by the W. K. Kellogg Foundation, addresses leadership development and career progression for women, especially minority women, in the higher education community. The project has resulted in two publications that formed the basis for ACE Network 6
  11. 11. programs during the 25th anniversary year of the ACE Network and will guide campuses in dealing with issues of women’s advancement.♦ The Vice President and Director of OWHE nominates women as candidates in senior- level searches conducted by executive search firms and campus committees.♦ The ACE Roundtable on Executive Search Selection in Higher Education includes representatives from professional search firms that work with ACE to place appropriate candidates in executive-level positions throughout the United States.Emerging and current women leaders form links to one another through their participation inevents sponsored by the ACE State Networks, Leadership Forums, and PresidentialRoundtables; through listservs developed for particular groups; through the Network News;and through a variety of electronic and face-to-face meetings offered by OWHE and ACE. The OWHE supports the tenure of mid- and senior-level women administrators:♦ OWHE and ACE sponsor activities to develop and sustain leaders.♦ The OWHE web site and OWHE publications provide information supportive of women leaders in higher education.OWHE Web siteThe OWHE web site ( is a useful source for informationabout OWHE and leadership development programs.Read about initiatives to implement OWHE’s mission to identify, develop, encourage,advance, link, and support women in administrative positions within higher education.Learn about programs within ACE, as well as some offered by other organizations, thatsupport the goal to increase opportunities for women in higher education careers.Download the OWHE Fact Sheet.Identify other state coordinators.Identify potential grant providers.The OWHE web site is still growing and developing. Plans for the coming year includereviewing existing content, adding new content, and keeping the web site’s informationcurrent. Our goal is to make the web site a valuable national resource for women. 7
  12. 12. The History of OWHE: 1973-2002 “By building strong connections among women in higher education leadership and by researching and articulating the great benefits to higher education and the nation of women’s leadership and women’s values, the American Council on Education’s Office of Women in Higher Education continues to provide the vision and energy for positive change within the academy and in society at large.” Janet L. Holmgren President, Mills College Former Chair of the Board, ACEIn 1973, the American Council on Education (ACE) formed the Office of Women in HigherEducation (OWHE). Since its founding, OWHE has provided information and counsel toconstituencies within the higher education community regarding policies, issues, education,and research that influence women’s equity, diversity, and advancement. Through its effortsat the national level and through the state organizations that form the ACE Network, OWHEhas built an outstanding history of commitment to the advancement of women leaders inhigher education. It is a history in which OWHE takes great pride and which it celebrates.Historically, ACE addressed the educational needs and concerns of women by publishingstudies and reports in the decade following its founding in 1918. In the years following WorldWar II and the Korean War, ACE continued its support by sponsoring research and nationalconferences on “Women in the Defense Decade” and by establishing a Commission onWomen (1953-1961).Responding to the changing cultural and political climate within the nation in the 1960s and1970s, particularly evident in the civil rights and education legislation of the day, theAmerican Council on Education devoted its entire 1972 Annual Meeting to women in highereducation.Also in 1972, Roger Heyns, the new president of ACE, and Martha Peterson, chair of theACE Board, began discussions with professional women educators, including many whowere associated with the Council, about supporting women in academia. These discussionsled the Board in October of that year to establish an Office of Women within the Council andreestablish the Commission on Women in Higher Education to advise it.In 1973, Nancy Schlossberg, then a professor of education at Wayne State University,became the first director of the Office. Schlossberg hired Donna Shavlik, Associate Dean ofstudents at the University of Delaware, to be her assistant. Under their direction, the Officeaccepted its charge from ACE to promote women’s leadership and develop a roster of womenready for top administrative positions in higher education.During its first years, OWHE worked with ACE and colleges and universities onimplementing Title IX, equal pension benefits, and other legal and political measures. Theseissues provided an important backdrop for the major focus of the Office—the advancement ofwomen into senior leadership positions in higher education. In 1974, in conjunction with theACE Office of Leadership Development, OWHE organized the first ACE Symposium for 8
  13. 13. Women Considering Careers in Higher Education. This event drew more than 300applications for 100 spaces and became the prototype for future OWHE conferences andmeetings. It also resulted in a discovery that would shape the future priorities of OWHE:access—not lack of ability—was the key barrier to advancing women in college anduniversity administration.Schlossberg left OWHE after its first year, but Shavlik continued the work of the Office untilEmily Taylor, Dean of Women at the University of Kansas, was hired in 1975 as the seconddirector of OWHE. Together, Taylor and Shavlik, serving as director and associate directorrespectively, continued to focus on advancing women in higher education administration.Later that year, OWHE compiled the first “Table of Women CEOs in U.S. Colleges andUniversities.” This study showed that of the 2,500 regionally accredited institutions of highereducation, only 148 (or 5 percent) were headed by women—two thirds of whom weremembers of religious orders. Similar statistics came to light in other reports on leadership inhigher education institutions. Evidence continued to mount that identifying women who wereboth ready and able to advance was essential to increasing the number of women in collegeand university presidencies. What women needed, OWHE learned, were programs thatpromoted the advancement of women.In 1976–77, with support from the Carnegie Corporation of New York, OWHE created theNational Identification Program for the Advancement of Women in Higher Education. Thisprogram, now known as the ACE Network, was originally designed to increase the number ofwomen in senior administrative positions in higher education, especially presidencies. Withguidance and support from OWHE, efforts to identify and advance women into leadershippositions would take place across the country, augmenting the scope of the Office’s work. By1977, 12 states—those with the greatest number of higher education institutions and thegreatest number of students—had initiated state programs, followed by other states over thenext five years.Judith Touchton joined OWHE in 1977, beginning a tenure at the Office that would last until1998. She remembers the Office’s early focus on making women leaders more visible,particularly during institutional searches for senior-level administrators. For this effort to besuccessful, OWHE needed to form a coalition of men and women, including current collegepresidents and those who sat on search committees.It also was clear that someone needed to collect, analyze, and disseminate data on theadvancement of women. This effort became a continuing responsibility of the Office. In ACEpublications and in books and articles published by others, OWHE began to address a widevariety of issues relating to women and the college presidency. From the seminal workspublished by the Office in the 1970s and 1980s, to the most recent From Where We Sit:Women’s Perspectives on the Presidency, OWHE has established a proud record of leadingthe dialogue on advancing and supporting women in higher education administration.Among the programs supported by OWHE to advance women in higher education have beenits National Forums. Begun in 1977, OWHE has sponsored these conferences for womenpoised to assume presidencies, vice presidencies, and major deanships. The sessions enablethem to meet and network with college presidents, search firms, and experts on variousaspects of college and university leadership. The Office has held 61 forums since theirinception, attended by 1,135 women. Records indicate that approximately 20 percent ofNational Forum alumnae go on to become a college or university president, while others 9
  14. 14. advance into senior positions at colleges and universities or other higher educationinstitutions or foundations.OWHE also has sponsored programs to support women who have achieved collegepresidencies. In 1990, the Office sponsored the first of four Women Presidents’ Summits,creating opportunities for women leaders to reflect on the status of women in highereducation, shape future initiatives, and form international networks.Throughout its history, OWHE has developed strong ties with outside organizations, seekingthe cooperation and support of other presidential associations, women’s organizations, andadvocacy groups that serve women in higher education. These ties have been especiallyadvantageous when the Office has worked to support women of color. Since its inception,OWHE has maintained an intentional awareness of women of color as part of its commitmentto diversity and equity. On many occasions, the Office has supplemented its own efforts bycollaborating both with other ACE departments and with other organizations to advancewomen of color.Commitment to these programs has held regardless of who has been at the helm of the Office.In 1982, Taylor retired from the directorship of OWHE, and Shavlik was named director.Soon thereafter, Touchton was named deputy director, forming a leadership team withShavlik that endured through 1997, when Shavlik retired. Touchton then became the Office’sinterim director, succeeded by Judith Sturnick in 1998. When Sturnick, the first director toalso hold the title of ACE vice president, left OWHE in 2000 to become president of theUnion Institute, Gladys Brown, then associate director, was named interim director, aposition she held until 2001, when Claire Van Ummersen became the Vice President andDirector of the Office of Women in Higher Education. She, in turn, appointed Donna BurnsPhillips as Associate Director in August 2002.Throughout these leadership changes, OWHE has maintained—and continues to maintain—aclear focus on its mission: to IDENTIFY women leaders nationally in higher education; toDEVELOP women’s leadership abilities; to ENCOURAGE women to use their abilities andtalents; to ADVANCE more women into leadership positions; to LINK women leaders to oneanother; and to SUPPORT the tenure of mid- and senior-level women administrators andeducators.The Donna Shavlik AwardEstablished in honor of the long-serving director of OWHE, The Donna Shavlik Award ispresented annually by the ACE Office of Women in Higher Education to an individualdemonstrating sustained and continuing commitment to women’s advancement nationallyand in individual institutions of higher education. Award recipients have demonstratedleadership and commitment to the advancement of women through actions or initiatives inenhancing women’s leadership development, career development, campus climate, andmentoring of and for women.Nominations are solicited from college presidents and other leaders in higher education. Acommittee, with representatives from the ACE Commission on Women in Higher Education,the ACE Network Executive Board, and OWHE, reviews nominations and selects each year’srecipient. The award is presented at the ACE Annual Meeting during the OWHE Women’sLeadership Dinner. 10
  15. 15. The ACE Network Award for Programs Advancing Womenin Higher EducationThe ACE Network Award for Programs Advancing Women in Hither Education is presentedannually by the ACE Network Executive Board to an oustanding, innovative, and visionaryprogram sponsored by a state ACE Network or by a colege or university. Nominations aresought for programs that have demostrated leadership and commitment to the advancement ofwomen through sustained initiatives that identify, develop, advance, and support women inhigher education.A committee of Executive Board members reviews nominations and forwards arecommendation to the Director of OWHE, who subsequently sends a recommendation andrationale to the president of ACE for a final decision. The award is presented at the StateCoordinators’ Conference reception . 11
  16. 16. III: What you need to know about the ACE NetworkHistory of the ACE NetworkWith a grant from the Carnegie Corporation in 1977, the Office of Women (OWHE) startedthe ACE National Identification Program, which, 25 years later, is the ACE Network. Thepurpose of ACE/NIP, broadly stated, was to address the needs and issues relating to women’sleadership in higher education—needs and issues that had been identified during the earlyyears of the Office through its meetings with women faculty and administrators throughoutthe U.S. It is a mission that is still relevant today, and one that is supported by ACENetworks across the nation.In 1977, California, New York, and Florida became the first states to create an ACE NationalIdentification Program. Within a year, they were joined by Wisconsin, Texas, Massachusetts,Illinois, Michigan, Minnesota, Pennsylvania, Ohio, and Indiana. New Jersey followed shortlythereafter. Within the next five years, the ACE Network became a state-based, nationalprogram.The initial grant proposed creating state planning committees in each state withrepresentation reflecting the state’s higher education structure. A woman holding a senior-level administrative position would lead the planning committee as the state coordinator.Working with a panel of advisors of men and women leaders within the state, the planningcommittee and state coordinator would create effective strategies to identify and advancewomen into senior leadership positions within the state’s colleges and universities. Overtime, the state networks have developed organizational structures and initiatives that best fitthe structure of higher education within the particular state. Nonetheless, the structure of aplanning board, a state coordinator, institutional representatives, and support of collegepresidents remains the hallmark of the ACE Network. The state networks are linked to oneanother through their connection with OWHE and a national executive board, established in1991 to serve as both mentors to the state coordinators and advisors to support OWHE staffin working with the states. For a quarter of a century, the state networks have retained ashared vision, common purpose, and mutual commitment to advancing women’s leadershipin higher education.During the past 25 years, the individual state networks have developed a variety of effectiveprograms and initiatives, responsive to the needs of women in their states. Statewide orregional conferences are annual events in many states, providing professional developmentand networking opportunities for women at all levels in higher education administration.Some state networks have created their own versions of the OWHE national forums for mid-to senior-level women leaders, providing an opportunity to identify and develop emergingwomen leaders. Many states present awards to women leaders, enhancing public awarenessof their contributions. Several states have sponsored women student leadership conferences,and others include women students in meetings and award programs. Receptions for womenlegislators, women college presidents, and women board members are other ways that thestate networks have sought to advance women’s leadership. Similarly, some states havetargeted specific audiences—deans, department chairs, and vice-presidents—with workshops 12
  17. 17. and seminars. Many states have followed OWHE’s example by partnering with otherwomen’s organizations to collaborate in meeting shared goals.In 1995, on the occasion of the 20th anniversary of the ACE Network, Donna Shavlik andJudy Touchton wrote, “It is a rare privilege to be able to look back over two decades and tosay, truthfully and with pride, ‘This is an idea that has worked.’” Their words are timeless, asstate networks continue to enhance their support for women in college and universityadministration.Structure of the ACE NetworkIn 1977, OWHE created what has become the ACE Network, with state planning boards andstate coordinators throughout the nation, in order to build the infrastructure needed toidentify, develop, encourage, advance, link, and support women in higher educationadministrative careers. Although most states have a single state coordinator, some have co-coordinators, and some large states are divided into two regions, each with a state coordinatorand planning board. In 1991, OWHE established the Executive Board of the ACE Networkto serve as advisors to the Office and as liaisons to state coordinators. Today, the ExecutiveBoard uses geographic locations to divide mentoring responsibilities for individual statenetworks among its members. The Chair of the Executive Board, the primary liaisonbetween OWHE and the Board, works directly with the Associate Director and Director ofOWHE. State coordinators and the Executive Board are also advised by college anduniversity presidents who have agreed to serve as Presidential Sponsors for specific states.Roles and Expectations of the Executive BoardThe ACE Network Executive Board supports a national system of state networks for womenin higher education by serving as liaisons to state planning boards; mentoring statecoordinators; and advising OWHE on issues relating to identifying, developing, encouraging,advancing, leading, and supporting women in higher education administrative careers. TheExecutive Board nominates women to serve as state coordinators and may suggestpresidential sponsors. Members of the board nominate women to OWHE to participate innational leadership forums and to assume senior level positions in higher educationadministration. Board members have a group of states for which they serve as liaisons.When needed, they provide primary leadership for developing or strengthening state planningboards and networks.Expectations of the ACE Network Executive Board members revolve around the statenetworks and the mission of OWHE:Identify♦ Identify and nominate state coordinators for state networks.♦ Identify state networks that need extra support and assistance in maintaining their effectiveness.♦ Keep OWHE informed about what is happening in each state for which the board member serves as liaison.♦ Identify the kinds of information that would be helpful to states and provide that information to OWHE. 13
  18. 18. ♦ Identify core issues affecting all states and make recommendations for action as appropriate.♦ Identify and share information about promising practices that meet the needs of women in the states.♦ Nominate individuals and organizations to be honored or thanked by the ACE Network and OWHE.♦ Nominate women to provide leadership on the ACE Network Executive Board and suggest Presidential Sponsors.Develop♦ Assist OWHE in developing an annual leadership program for state coordinators.♦ Prepare and lead presentations and workshops at conferences and other programs for women in higher education at the state or national level.♦ Mentor state coordinators and members of state planning committees.♦ Assist state planning committees in developing organizational strategies to meet the needs of the state and ensure continuing leadership of the state network.♦ Assist state coordinators with developing communication and media publicity and public relations plans.Encourage♦ Encourage state coordinators to attend the annual state coordinator conference.♦ Assist in recruiting Institutional Representatives.♦ Offer moral support to emerging leaders in their next steps.Advance♦ Collect vitas of women to be nominated for senior level positions, sending the vitas to OWHE.♦ Nominate state coordinators and other senior level women for national leadership forums.♦ Nominate women for senior level positions in higher education.♦ Recommend women for participation on statewide committees.Link♦ Connect coordinators to one another, to OWHE, and to Institutional Representatives.♦ Participate in conference calls, board meetings, and retreats of the ACE Network Executive Board.Support♦ Inform states of ACE and OWHE priorities and initiatives.♦ Inform states on issues regarding women in higher education.♦ Celebrate women’s leadership in higher education through at least one annual event, held in conjunction with the ACE Annual Meeting and/or state coordinator conference.♦ Prepare op-ed pieces on issues related to women in higher education for release to the media, with ACE approval and coordination.See ACE Network List in Chapter VII for a complete list of Executive Board contactinformation and liaison connections. 14
  19. 19. Roles and Expectations of Presidential SponsorsTogether, the Board and OWHE have revitalized this network of college and universitypresidents; each state should have at least one president to serve as an advisor and mentor tothe state coordinator and state planning committee.The ACE Network presidential sponsor should:Identify♦ Identify and nominate state coordinators for state networks.♦ Nominate individuals and organizations to be honored or thanked by the ACE Network and OWHE.♦ Nominate women to provide leadership on the ACE Network Executive Board and to be presidential sponsors.Develop♦ Prepare and lead presentations and workshops at conferences and other programs for women in higher education at the state or national level.♦ Mentor state coordinators and members of state planning committees.♦ Assist state planning committees in developing organizational strategies to meet the needs of the state and ensure continuing leadership of the state network.♦ Assist state coordinators with developing communication and media publicity and public relations plans.Encourage♦ Provide moral and, where possible, staff, time, and funding support to your ACE Network for worthy projects.♦ Demonstrate the value of the work done by the Coordinator and Planning Committee by publicly citing their work where appropriate.Advance♦ Collect vitas of women ready for senior level positions, sending the vitas to OWHE.♦ Nominate state coordinators and other senior level women for national leadership forums.♦ Nominate women for senior level positions in higher education.♦ Recommend women for participation on statewide committees.Link♦ When possible, arrange to introduce the state coordinator to other women in higher education, presidents, politicians, and community and corporate leaders.Support♦ Inform states on issues regarding women in higher education.♦ Help state coordinators and state planning committees in identifying and securing resources necessary to sustain the state network and its initiatives. 15
  20. 20. No presidential sponsor is expected to accomplish all items in these areas. A presidentialsponsor should select from the various ideas presented under each heading or developother strategies that meet specific needs of women in higher education within her/his state.See ACE Network in Chapter VII for a list of presidential sponsors.Roles and Expectations of State CoordinatorsThe State Coordinator is the key leader of the ACE Network in her respective state. Shechairs the state planning committee and serves as the principal liaison among the ACENetwork in her state, Institutional Representatives, OWHE, and the members of theExecutive Board of the ACE Network.Selection as state coordinator is based on the coordinator’s previous administrativeexperience as well as her clear commitment to women’s issues in higher education. Mostoften, the coordinator has served over a period of years as a member of the state planningcommittee and has been nominated for this position by the members of the state planningcommittee. Members of the Executive Board or one of the state’s presidential sponsors mayalso nominate women to serve as state coordinator.A nomination or nominations to fill the position of state coordinator will be forwarded to theChair of the Executive Board. She will review and assess the nomination(s), forwarding oneor more to OWHE along with her recommendations. The Vice President and Director,OWHE, will make the formal appointment of a state coordinator. In addition, the Presidentof ACE will write the college or university president of the campus on which the womanserves, acknowledging the honor and outlining the responsibilities of the state coordinatorposition.The state coordinator is expected to work closely with OWHE and the members of theExecutive Board to lead and support the vision and programs of the ACE Network andOWHE. In order to fulfill the expectations of this role, it is critical that the state coordinatorplan to attend the annual meeting of the state coordinators. This two-day seminar isdeveloped and implemented by OWHE and the Executive Board members and held inconjunction with the annual meeting of ACE. The Conference is vital to the achievement ofthe goals of OWHE and the ACE Network and must receive a high priority in thecoordinator’s strategic plan for the advancement of women in her state.Every state coordinator must turn in a year-end report by June 1st.The state coordinator may be expected to:Identify♦ In collaboration with the members of the state planning committee, identify, nominate, and recruit members to the state planning committee. Develop a succession plan for assuring that the state planning committee remains strong and vital.♦ In collaboration with the members of the state planning committee, identify and recommend women to serve as institutional representatives at each institution in the state.♦ Identify key women in senior administrative positions in the state and seek their involvement and support in the work of the state network. 16
  21. 21. ♦ Identify and nominate women for senior administrative positions and facilitate nomination of women ready for college presidencies and other senior-level positions.Develop♦ Identify and nominate state coordinators for state networks.♦ Sponsor annual state and/or regional conferences that bring together women administrators and women in higher education interested in and/or aspiring to administrative roles or provide other professional development opportunities that support women’s leadership development in the state.♦ Invite key players in higher education in the state to participate in and/or lead sessions at the annual conference.♦ Develop connections with women on college and university governing boards.♦ Develop connections with women in positions of leadership in state and local government.♦ Disseminate information throughout the state regarding professional development activities and programs initiated by ACE, OWHE, and the ACE Network.Encourage♦ Encourage all women in all institutions of higher education in her state to become ACE Network participants and supporters.Advance♦ Encourage women to apply for top-level positions.♦ Encourage search committees for administrative positions to ensure fair and sound practices in finding and supporting women candidates.♦ Advocate for women at all levels of higher education—students, support staff, faculty, and junior administrators.Link♦ Foster all possible means of connecting and communicating between the women of her state in higher education and their peers as well as between women academics and women civic, political, and corporate leaders.Support♦ Provide creative leadership for the work of the state planning committee and strong support for each of the members of the state planning committee.♦ Provide support and recognition for the Institutional Representatives throughout the state and for the campus networks that may be developed at each institution.♦ Communicate on a regular basis with OWHE, the Chair of the Executive Board, and the regional liaison member of the Executive Board with whom she is partnered.♦ Publish a state newsletter that communicates key information regarding women’s issues and network activities in the state.♦ Meet with college presidents within the state.♦ Support women throughout the search and selection process.♦ Target barriers to women’s advancement and develop services and supports to address these barriers. 17
  22. 22. No state coordinator is expected to accomplish all items in these areas. A state coordinatorshould select from the various ideas presented under each strategy or develop otherstrategies that meet specific needs of women in higher education within her state.Roles and Expectations of the State Planning CommitteeThe state coordinator and the members of the state planning committee form the keyleadership for the ACE Network at the state level. Each state coordinator and state planningcommittee is linked to the ACE Network’s Executive Board through a member of theExecutive Board who serves as a regional liaison. In addition, the Chair of the ExecutiveBoard and the Director, and the Associate Director, OWHE, communicate on a regular basiswith the state coordinator and, through her, to the planning committee.The state planning committee should be composed of a variety of women administrators fromthroughout the state and should represent the diversity of positions held by women in thestate. The geography of the state, the many types of women administrators working in thestate, and representation of women of color should be among the criteria considered asselections and appointments are made.Basic expectations of the members of the state planning committee are to:Identify♦ Identify a strong network of institutional representatives and establish strong connections with these institutional representatives across the state.♦ Serve as a state repository for the information regarding women administrators that has been collected by the institutional representatives at each campus.♦ Establish connections with all women presidents in the state.♦ Provide statewide leadership for the identification of women who aspire to leadership roles in higher education.Develop♦ Develop strategies, initiatives, programs, and statewide or regional meetings that focus on women’s leadership development in the state and provide opportunities for women in higher education throughout the state to develop a network that provides mentoring and professional development activities for senior women, new administrators, and women aspiring to administrative positions.♦ Provide information on and encourage participation in national women’s leadership development programs sponsored by ACE (e.g., OWHE National Forums, the ACE Fellows Program) and programs sponsored by other organizations.♦ Build strong connections between and among women administrators in order that communication links are frequent and regular.♦ Develop plans that enable the state coordinator or her representative to participate in the annual state coordinator’s conference sponsored by the Executive Board and OWHE.♦ Continue to monitor campus climate(s) for women and persons of color throughout the state.Encourage♦ Encourage women to apply for senior-level positions.♦ Make certain your state coordinator knows she is not expected to accomplish projects singlehandedly, that you will provide moral support and practical assistance. 18
  23. 23. Advance♦ Nominate women for administrative positions.♦ Create a leadership succession plan for the position of state coordinator and for the members of the state planning committee.♦ Ensure that the state coordinator and the members of the state planning committee stay in close communication with the Executive Board and OWHE.Link♦ Make every effort to recruit an Institutional Representative from each institution of higher education in your state.♦ Encourage the Institutional Representatives to pass along information about the Network and advancement opportunities to all women on their campus.♦ Use whatever connections you have to connect the Network to women leaders in the civic, corporate, and political arenas.Support♦ As appropriate, support and sustain women in administrative positions throughout the state.♦ Provide visibility throughout the state for the discussion of issues that continue to hinder women from attaining their full leadership potential as administrators in higher education.♦ Involve women and men at the state level who influence and shape educational policy.No state planning committee is expected to accomplish all items in these areas. The stateplanning committee should select from the various ideas presented under each strategy ordevelop other strategies that meet specific needs of women in higher education within thestate.Roles and Expectations of Institutional RepresentativesThe Institutional Representative (IR) is a key person in the development and implementationof the strategic plans of the ACE Network in each state. Ideally, each institution of highereducation in the state will appoint an IR to represent and serve as an advocate for the interestsof women’s leadership development and advancement in higher education at her institution.The president of the institution usually appoints the IR to her role. Often, the statecoordinator or a member of the state planning committee makes a recommendation to thepresident on behalf of the ACE Network. The IR’s appointment recognizes the critical roleshe has already played at her institution with regard to the identification and development ofwomen’s leadership issues on her campus and signals the institution’s support for theadvancement of women into key leadership positions in higher education. The IR works inclose collaboration with the state coordinator and the members of the state planningcommittee and serves as a liaison between the women at her institution and the members ofthe state planning committee, the Executive Board, and OWHE.Women fulfilling this role serve as catalysts for innovation among women in highereducation and as communication links between and among women administrators, womenaspiring to leadership roles in post-secondary educational environments, and ACE leaderscommitted to the furtherance of women’s roles in higher education leadership. When 19
  24. 24. implementing activities planned in consultation with the ACE Network and OWHE, the IRrepresents these groups and ACE. The institutional representative may wish to appoint acommittee of women to work with her on her campus.Basic expectations of the institutional representative will be to:Identify♦ Identify all women in key leadership positions on campus, including women administrators and women who hold significant leadership positions on the faculty, in student services, and in other key departments, such as the business office and the development/advancement/alumni offices.♦ Provide information to the State Coordinator about women administrators on the campus, including new appointments, resignations, title changes, vacant leadership positions, etc.♦ Establish, when appropriate, linkages between the state network and other campus programs focusing on women.♦ Keep the institution’s president informed on a regular basis regarding the agenda and/or programs of OWHE and the ACE Network.♦ Build a campus network whereby other women are identified as potential leaders and mentored in their aspirationsDevelop♦ Assist the state coordinator and the state planning committee in the development and implementation of state workshops and conferences designed to encourage women aspiring to administrative leadership roles.♦ Participate as appropriate in local, regional, and state-wide meetings.♦ Keep women on campus informed regarding the agenda and/or programs of OWHE and the ACE Network.♦ Keep women on campus informed of leadership programs, fellowships, and grants for which they are eligible at both the state and national levels.♦ Encourage senior-level women and men to serve as mentors or sponsors to women in middle-level administrative positions or to other women who have demonstrated potential for administrative responsibilities.Encourage♦ Assist the women on campus in relaying their suggestions and concerns to an appropriate institutional, state, or national body.♦ Establish support groups and mentoring opportunities for tenure-track women.♦ Urge women on campus to consider their next steps and to take advantage of opportunities.Advance♦ Learn about institutional policies and procedures that identify, prepare, and advance the college or university’s administrators.♦ Encourage search committees for administrative positions to follow sound practices in finding and supporting women candidates.♦ Nominate women for leadership positions as opportunities arise.Link♦ Create opportunities for campus women at all levels to get to know one another’s interests, ambitions, and talents. 20
  25. 25. ♦ Take advantage where possible of opportunities for campus women to meet and share ideas and concerns with women from the political, civic, and corporate spheres.Support♦ Urge women to seek appointment to appropriate boards, committees, and professional organizations.♦ Publicize formally and informally the accomplishments of women on campus.♦ Organize or join roundtables or networks for women administrators on campus.♦ Organize events in celebration of women (e.g., Women’s History Month).No institutional representative is expected to accomplish all items in these areas. Aninstitutional representative should select from the various ideas presented under eachstrategy or develop other strategies that meet specific needs of women in higher educationat her institution. 21
  26. 26. IV: What you need to know about Policies and ResourcesThe OWHE Graphic IdentifierIn 2002, OWHE developed a graphic identifier as part of the Office’s planning and marketingstrategy. Used in recent OWHE publications to provide symbol recognition, the graphicidentifier will also be used by the Office in stationary, brochures, certificates, pins, andawards, in accordance with ACE policy.The ACE Network Graphic IdentifierSimilar to the OWHE graphic identifier is the ACE Network graphic identifier. This symbolis available to the state networks for use in stationery, brochures, certificates, and awards.Because using the graphic identifier forms a link between the state network and both OWHEand ACE, its use must be judicious. State networks may use the ACE Network graphic aslong as it is clear that the state network originated the stationery, brochure, certificate, oraward.The use of the OWHE/Network graphic identifier is limited to use on stationery, brochures,certificates, posters, and awards. All other uses—particularly those involving merchandise orfundraising—must be approved by the Vice President and Director, OWHE. 22
  27. 27. An electronic file of the graphic identifier in .tif format and usable within a Word documentis available from OWHE and is included in on the disk that is part of the Handbook. If youhave any problems accessing this graphic, please contact OWHE; we will work with ACEinformation technology staff to resolve these difficulties.Sample State Network Letterhead using the ACE NetworkGraphic Identifier <insert your state network name here> PO Box 123 State College Collegetown 12345The ACE Network graphic identifier could be inserted at the top left-hand corner or centeredat the bottom of the page. 23
  28. 28. FundraisingBecause the independent state networks that comprise the ACE Network are part of ACE,their fundraising initiatives must be conducted with care to maintain the reputation of ACE.Thus, common sense and general guidelines pertaining to volunteer organizations shouldgovern efforts by state networks to find the resources necessary to fund their organizations’programs and initiatives.Dues. ACE policies allow state networks to charge dues or a membership fee.♦ That said, it is worth noting that ACE is a membership organization, with college and university presidents electing to join ACE. In the past, that fact has been interpreted to mean that state networks could not charge dues or a membership fee. ACE now offers a more liberal interpretation, allowing the state networks to make their own decisions about dues and membership fees.♦ When considering whether to collect dues or a membership fee, a state network should consider the ACE Network philosophy of inclusion. State networks should work to advance women throughout higher education within the state (particularly at institutions that are members of ACE)—all women, not just those who have paid a membership fee. How one handles the issue of dues or membership fees becomes an important issue. Making dues or a membership fee voluntary—to support the work of the state network, receive a newsletter, receive a list of registered members, participate in a special event or mentoring initiative—may offer a viable compromise.♦ State networks should also consider that collecting dues or fees may produce new fiduciary responsibilities. More formal bookkeeping and accounting to members— perhaps even incorporation—may be required. Clear rules about spending funds and liabilities should be included in a state network constitution or by-laws. In all cases, a state network should follow state laws, if any, governing volunteer organizations.Donations. State networks can ask for donations (and may suggest an appropriateamount) to support the work of the state network. Voluntary supporters could berewarded with a newsletter, a list of network participants, a special event or opportunities,and the like. Note, however, that donations must be made without the intent that the donorwill receive a formal statement about making a charitable contribution as a deduction on thedonor’s taxes. Unless the state network is incorporated as a non-profit organization, suchacknowledgement cannot legally be made. As long as that is understood, a state network canaccept donations.Sales. State networks may sell merchandise. State networks should follow state lawsregarding sales, sales tax, and the like.Grants. State networks can, in their own name, solicit grants. In applying for grants, thestate network should make it clear that the state network—not ACE or OWHE—is solicitingthe grant. ACE experience, however, suggests that foundations and the like would prefer todeal with formal organizations—an argument for incorporating the state network.Support from presidents and campuses. State networks may ask college presidents forsupport (monetary, services, etc.). As with grants, the request must make it clear that thestate planning committee is making the request, not ACE or OWHE. Presidential sponsors,appointed by OWHE, may provide assistance from their own campuses and help in gettingsupport from other college and university presidents. 24
  29. 29. See Chapter V on organizing a state network for additional discussion on financial strategies.See Chapter VI for successful initiatives to fund ACE Network activities within statenetworks.Using the MediaIncreasing the visibility of the ACE Network within each state is an important goal and onewe believe necessary to the continued advancement of women into leadership positionswithin our nation’s colleges and universities. There are many opportunities for statenetworks to publicize the ACE Network, leadership development programs, andachievements of women leaders within the state. As a state coordinator, you might highlightsome of the following:♦ Recent publications by ACE or OWHE that address issues of importance to higher education leaders within your state.♦ The participation of college and university presidents within your state on panels sponsored by ACE or OWHE.♦ Promotions and new hires of women into senior-level positions.♦ Statistics about women’s leadership at colleges and universities within your state.♦ The participation of college and university presidents within your state on ACE commissions.♦ ACE and OWHE web sites.♦ ACE-sponsored opportunities for leadership development, such as the National Leadership Forum and the ACE Fellows Program.♦ Programs sponsored by the state network, such as conferences, meetings, and mentoring programs.♦ Changes in leadership of the state coordinator or on the state planning committee.The state planning committee could form a publicity or public relations subcommittee toprepare press releases or short articles for use by the media. Although a full-blown mediacampaign may not be something a state planning committee is willing to undertake, findingways to publicize the work of the state network and OWHE should be within reach of moststate coordinators. Press releases within conference handouts, e-mail messages in the form ofa press release to women within the colleges and universities served by the state network,notices posted to web sites or included in newsletters—all would help promote the ACENetwork and bring attention to issues affecting women’s career advancement.A Short Guide to Media RelationsHere are some tips to help increase success in securing coverage in local and regional mediaoutlets:Publicity for an event or advocating a public policy position in an opinion article or letter tothe editor requires clear and concise writing. Well-organized and thoughtful sentences, usingproper grammar and spelling, will improve the chances of your article’s being published.Timeliness is also critical.Consult with your higher education institution’s public information/communications staffregarding working with local and regional media. Try to avoid conflicting with other campus 25
  30. 30. events that might attract local news media. The media generally will not cover two events onthe same campus the same day. Ask about the institution’s policy regarding faculty/staffopinion articles and the use of your title and the name of the institution.Newspapers are divided into sections with specific responsibilities. Different sections havedifferent deadlines. Events calendars and community sections may require information up to10 days before it will appear in print. Read these sections carefully for deadlinerequirements.Editors and reporters also have specific responsibilities. Sending your announcement to thecorrect section editor will increase the likelihood that it will run in the paper.To invite a reporter to cover a news event, call the News Desk (also referred to as the CityDesk or Metro Desk) 7 to 14 days in advance. Newspapers have a limited number of staffavailable for assignment on any given day.Letters to the Editor, not to exceed 300 words, and Opinion Articles, 500-750 words, shouldbe sent to the editorial page editor. Before writing an opinion article, call the Opinion pageeditor to discuss your idea and to learn about the paper’s style requirements and deadlines.Phone calls to newsrooms pitching story ideas or requesting style information should bemade before noon. The activity and pace in a newsroom increases in the afternoon asdeadlines near. You will get more assistance early in the day.Local television and radio stations are stretched even more thinly. Your event must becompelling and highly newsworthy for television or radio stations to invest their limitedresources.Television requires compelling visual images to be successful. Be prepared to describe thepossible images to the television news producerMany local cable services and television stations also use event notices and opinion pieces.Contact the station management/community relations offices for details.Politely and concisely explain the event and why it is newsworthy. Be prepared to fax oremail a copy of your news release or a letter containing details such as who, what, where,when, and why.Don’t forget to send a copy to the student newspaper and/or radio and television station.Below is a sample news release. The italicized words and sentences should be replaced withyour own appropriate text. 26
  31. 31. Sample News Release NEWS RELEASE Contact: (Name and Phone) For Release: IMMEDIATE (Date) or EMBARGO Release Until (Date) (Your state Network Name) to Sponsor Women’s Leadership Conference at University of (your institution) (City, State) ( Date ) – Preparing women to assume leadership positions in higher education administration is the goal of a one-day workshop sponsored by the (your state network name). (Title: Preparing Women Leaders for a New Century) will be held on (Day, Date, Year) (time from 9 a.m. to 4 p.m.) in the (Building) on the (University) campus. Cost of the workshop is $(Amount). (Who should attend: Women interested in pursuing leadership positions in higher education are encouraged to attend.) (Details of your program: Claire Van Ummersen, vice president and director of the Office of Women in Higher Education of the American Council on Education (ACE), is the keynote speaker. Other session topics include mentoring, resume preparation, networking, and national issues in higher education.) The (your state network name) is part of the ACE Network, a national grassroots effort, sponsored by the American Council on Education’s (ACE) Office of Women in Higher Education (OWHE), focused on providing leadership development and mentoring opportunities for women in higher education. Established in 1977, the ACE Network’s foundation is a state-based system of interlocking networks supported by campus presidents and designed to identify and support women’s leadership development in each state. ACE is a comprehensive association of the nations colleges and universities dedicated to higher education issues and advocacy on behalf of quality higher education programs. Counted among the Councils members are the presidents and CEOs of more than 1,800 accredited degree-granting colleges and universities and higher education related associations, organizations, and corporations. For more information about the workshop or to register, contact the (your state network name) at (phone 777-555-1212) or at (email address: -end- 27
  32. 32. Sample LettersThe responsibilities of a state coordinator, a member of the state planning committee, and aninstitutional representative are immensely important and deserve formal appointment lettersand recognition.State Coordinators. OWHE will appoint state coordinators in a letter signed by the VicePresident and Director, OWHE. The President, ACE, will write a letter to the statecoordinator’s college or university president, explaining the mission of the ACE Network andasking for his or her support for the work of the state coordinator.State Planning Committee. The state coordinator, one of the ACE Network presidentialsponsors, or a member of the Executive Board should solicit members for the committee bywriting or contacting college and university presidents within the state. A formal letter—toboth the committee member and her college or university president—would be appropriateand could be prepared and signed by the state coordinator, the presidential sponsor, or amember of the Executive Board, as determined by the state network.Institutional Representatives. In some states, institutional representatives do not serve on thestate planning committee but serve rather as liaisons to the state planning committee or toregional associations linked to the state planning committee. Institutional representativesshould be nominated or appointed by their college or university presidents. Both therepresentative and the college president should receive letters acknowledging the service tobe provided by the institutional representative. Letters prepared by the state coordinator, amember of the state planning board, a presidential sponsor, or a member of the ExecutiveBoard would be appropriate.State coordinators may also send periodic thank-you letters, on an annual basis or at the endof a term of office, to members of state planning committees and institutional representativesand their college or university presidents.Letters welcoming women into senior-level college or university administrative positionswithin a state can serve to publicize the ACE Network and encourage participation in itsprograms and initiatives. Such letters could be written by the state coordinator, a member ofthe state planning committee, a member of the Executive Board, or by a presidential sponsor,as determined by the state network. A copy of the state network brochure would be aneffective addition.Several sample letters follow. Offered as suggestions only, they can easily be modified tomeet the needs of any state network.The first is the text from the letter sent by the President, ACE, to presidents of the collegesand universities of women appointed to the position of state coordinator. This letter could bemodified and sent to presidents of women serving as planning committee members orinstitutional representatives.The second is text from a letter used in South Carolina to request that presidents nameinstitutional representatives. This letter includes an appointment form as an enclosure.The third letter is text of a letter used in South Carolina to welcome women to the state andits state network. 28
  33. 33. Sample Letter to College PresidentsDear <President’s name> The ACE Office of Women in Higher Education is pleased to have <StateCoordinator’s name> as the State Coordinator for the <State> Network of the ACENetwork. The intent of this program is to establish a national network for the identification,recommendation, and advancement of women administrators and, therefore, to increase thenumber of women who hold major decision making positions in higher education. Moredetail on the program is provided in the enclosed summary. <State Coordinator’s Name’s> leadership of this program is essential to its success.Your support, encouragement, and recognition of the role she is playing in the advancementof women in higher education in <State> will also be a vital contribution to the program.Enclosure <brochure> 29
  34. 34. Sample Letter Requesting Presidents to Name Institutional RepresentativesDear <President’s Name>:South Carolina Women in Higher Education (SCWHE) of the American Council onEducation (ACE) Network, Office of Women in Higher Education, is a national grass rootsorganization for women in higher education. By using the strategies of identifying womenin higher education, developing the leadership of women in higher education, advancingwomen into senior level positions, and sustaining and supporting women in highereducation, SCWHE focuses on advancing talented women in post-secondaryadministration. Enclosed is a plan that outlines how ACE, OWHE, and the ACE Networkwork together to advance women in higher education and that develops a framework forcampus presidents to support and provide visibility to women’s leadership.A key person in the ACE Network of the OWHE is the Institutional Representative whoserole is to provide women on individual campuses with information about the activities ofSCWHE and the ACE Network. Appointed by the president as the campus liaison toSCWHE, Institutional Representatives are the major communication links between thecampus, SCWHE, the ACE Network, and OWHE. A document developed by the ACENetwork Executive Board outlining in detail the role of the Institutional Representative isenclosed.I would like your assistance in naming an Institutional Representative to South CarolinaWomen in Higher Education and the ACE Network from <name of the college oruniversity>. As you consider candidates for the role of Institutional Representative, it iscritical for you to nominate a women in a senior level leadership position who can workeffectively in implementing programs and activities on the campus and who can enlist thesupport of other women on campus to promote women’s advancement. Your appointeeshould have demonstrated leadership in and commitment to the advancement of women inhigher education, and she should be willing to serve as an advocate for all women in highereducation. It is important that you provide support for your Institutional Representative aswell, especially in funding her participation in the annual conference sponsored bySCWHE.Please complete the attached form naming your representative or e-mail me at xxxxxxx.Following the nomination of the Institutional Representative from your campus, she will beinvited to participate in a workshop to be held in a few weeks focusing on her role as thecampus liaison. If additional information is needed on the role of the InstitutionalRepresentative or if you would like to discuss your nomination, please let me know.The appointment of an Institutional Representative to South Carolina Women in HigherEducation recognizes the critical role she has already played at her institution in women’sleadership issues and signals the institution’s support for the advancement of women intokey leadership positions in higher education. We welcome as well your participation in theprograms of SCWHE.Sincerely, 30
  35. 35. <State Coordinator> Appointment Form Institutional Representative South Carolina Women in Higher Education My appointment for Institutional Representative: Name _______________________________________________________ Title _______________________________________________________ Department _______________________________________________________ Institution _______________________________________________________ Address _______________________________________________________ Phone _______________________________________________________ FAX ________________________________________________________ E-mail ________________________________________________________ President’s Signature ______________________________________________ Date ______________________________________________ Fax to <Name of State Coordinator> <Fax Number> 31
  36. 36. Sample Letter Welcoming Women to the State and the State NetworkDear <Name>:In speaking with <name of Executive Board member, Presidential Sponsor, or otherperson>, I understand that you will be assuming the position of <name of position andname of college or university> in a few weeks. Congratulations on your newappointment! I want to welcome you to South Carolina and to South Carolina Womenin Higher Education (SCWHE), a strong and viable network of women in highereducation. I am the state coordinator of SCWHE, and I am most excited about yourappointment to the position of <position title>, which has never been previously heldby a woman.South Carolina Women in Higher Education is a part of the ACE Network, a nationalorganization of state networks sponsored by the Office of Women in Higher Education(OWHE) of the American Council on Education (ACE). Through grass-rootsorganizations in the states, the ACE Network identifies, develops, advances, andsupports women in higher education administration throughout the country. The Officeof Women in Higher Education offers national forums for women ready to advanceinto senior level positions, prepares publications on women in higher education, andnominates women for presidencies, vice presidencies, and other senior level positions.South Carolina Women in Higher Education is one of the most active state networks.We sponsor an annual conference, an annual leadership forum for women in the state, aworkshop for women who are department chairs or aspire to be department chairs, andother programs and services for women in higher education. We have a state planningcommittee that is active in providing leadership for women’s advancement in SouthCarolina. You may want to access our website at <website address>.The Institutional Representative at <name of college or university> is <Name>. Shecan be reached at <phone number> and by e-mail at <email address>. She canprovide you with additional information about SCWHE. When you arrive in <citywhen college or university is located>, please let her know your mailing address andphone number. We want you to join us at the annual conference that will be inFebruary in Charleston, S.C. <Name of Institutional Representative> will haveinformation on how to register for that conference. Attending that conference will giveyou an opportunity to meet other women in South Carolina and to begin to developyour own network of support.Again, welcome to South Carolina and SCWHE. If I can assist you in any way as youmake plans to relocate in our state or as you assume this new position, please do nothesitate to contact me.Sincerely,<State Coordinator> 32
  37. 37. Advancing Women into Senior Leadership PositionsIdentifying, developing, and advancing women into senior leadership positions within highereducation are key components of OWHE’s mission. The assistance provided by the ACENetwork at the state level forms an essential part of the process infrastructure. By workingtogether, OWHE and the state network can give emerging leaders opportunities to enhancetheir leadership skills and to connect to search firms and committees seeking to fill senior-level positions.National Leadership ForumsThe OWHE National Leadership Forum is a three-day biannual workshop, held inWashington, DC, for women who already hold relatively senior-level appointments and areconsidering seeking college or university presidencies or vice presidencies. A hands-onseminar featuring a highly personal approach, the Forum allows women to explore andevaluate the role of president in light of their own values, preparation, and philosophies.Forum participants meet with college presidents, leading members of search firms, and seniorACE staff in intensive discussions.Prior to each Forum, OWHE asks state coordinators, members of the Executive Committee,and presidential sponsors to identify women who could benefit from attending. Suchnominations need not be formal or highly detailed, but should provide enough informationabout the woman’s current position and career aspirations, as well as a candid assessment ofher potential, for OWHE to evaluate whether the career timing is right for her participation.The input of state coordinators and other leaders in the state network is critical. With theirhelp, OWHE can provide the support women need to move into presidential and vicepresidential searches. The nomination or identification of women who are ready to advancein their careers may be made at any time to the Vice President and Director, OWHE, or inresponse to a specific OWHE query.More information about the National Leadership Forum is available on the OWHE web siteand in the Forum brochure.OWHE Referrals♦ OWHE frequently receives requests from search firms, colleges, and universities for women candidates for searches. Evaluating potential fit, background requirements, and the like, the Vice President and Director, OWHE, will advance names into specific searches. Again, the roles of the state coordinator, state planning committee members, executive board members, and presidential sponsors are critical. They share with OWHE knowledge about the nature of a particular search and about women ready for advancement so that the Office can identify and support women through the search process.♦ The Vice President and Director, OWHE, will make nominations, as appropriate, to search firms and committees seeking to fill senior-level positions. As women become ready to enter presidential searches, they should provide OWHE with their vitas and other relevant information and set up a meeting with the Vice President and Director, OWHE.♦ Women may also be nominated for senior-level positions by members of the ACE Network Executive Board and presidential sponsors. As women become ready to enter 33
  38. 38. senior-level searches, they should contact ACE Network Executive Board members and presidential sponsors, forward vitas and relevant information, and set up meetings.♦ State coordinators, ACE Network Executive Board members, and presidential sponsors should refer women ready for senior-level positions to OWHE. In addition, state coordinators, Executive Board members, and presidential sponsors may identify potential candidates to OWHE so that the Office can contact the women, encourage them to forward their credentials, and invite them to participate in an OWHE National Forum or other leadership development opportunity. 34
  39. 39. V: What You Need to Know to Organize Your State NetworkCharacteristics of Strong State NetworksStrong state networks have stable volunteer leadership provided by an active state coordinatorwho regularly attends the national leadership development conference for state coordinators.The state coordinator possesses a passion for women’s issues and for the mission of OWHEand the ACE Network. To carry out this important leadership role in her state, the statecoordinator is provided financial and secretarial support from her college or university. Thestate network has an infrastructure in place, including a mission statement, a financial plan,strategies for accomplishing goals, and a succession plan that provides for continuity inleadership.All strong state networks have the following three characteristics:♦ A planning committee that meets several times a year.♦ At least one leadership development program for women in higher education in the state each year.♦ Women in senior-level positions serving on the planning committee or providing programs for the network.Other characteristics toward which states might strive include the following:♦ Involvement of college and university presidents in the state in the network.♦ Programs focused on the advancement of women of color.♦ A media/communication plan in which achievements and accomplishments of women in higher education are provided to the press.♦ Strategies for identifying, developing, encouraging, advancing, linking, and supporting women in higher education in the state.Organizational ModelsThere is no right way or wrong way to organize a state network. The size of the state, naturalgeographic divisions, political or cultural divisions, the number and locations of colleges anduniversities—all of these will shape the state network’s structure. Another factor that mayinfluence the network’s organization is how the state network has dealt traditionally withproviding professional development for women in entry- to mid-level career positions, aswell as for women seeking senior-level positions.As the ACE Network was originally conceived, each state would have a state planningcommittee, headed by a state coordinator. All of these women would be in a senior-levelposition, in order to have the clout and access to resources to sustain a network to identifyand advance women. In addition, the planning committee would be advised by a board ofcollege presidents—men and women—within the state. While some states have moved awayfrom this model, it is, nonetheless, a good one. The most successful networks continue to beled by women in senior positions, and involvement of college presidents has proven, overtime, to be a critical component of strong networks. 35
  40. 40. A strong state planning committee is vital to the success of the network. A single statecoordinator cannot do it all on her own. This has become especially evident in recent yearsas jobs have become more complex and demanding even as resources diminish. Sharing theload is necessary for the health and well-being of the state coordinator and creates a networkwithin the network on which all participants can rely. Having a strong state planningcommittee with women who are actively involved in network activities is also the first step inensuring a line of succession in the leadership of the network. Continuing connection of thepast state coordinator to the current state coordinator and a state coordinator designee willinsure that no one has to start without precedents and that the state network retains itsstrength over time.Some state networks have by-laws and defined positions for members of the state planningcommittee. Many networks have officers—treasurer, secretary, public relations, conferencecoordinator, and the like. Again, each state will organize itself in different ways, but beingclear about who is supposed to do what is important. Delegation of responsibilities andteamwork are hallmarks of strong state networks.Mission statements linked to goals and objectives will help identify priorities for statenetwork initiatives. Few states can do everything that might be done as part of a networkidentifying, developing, encouraging, advancing, linking, and supporting women in theircareers in higher education. Rather, most states focus their efforts on a handful of activities.Whatever is chosen, however, should be evaluated. Did it succeed? Should we shiftpriorities? Can we learn from other states (see section on Best Practices)? Liaisons from theExecutive Board can help state networks retain their effectiveness as they change or enhancetheir current course.Two models are presented below: one of a small state with a modest number of colleges anduniversities and one of a large state with many institutions. Many states will use acombination of models, but the two ways of organizing a state may provide insights formanaging state networks, no matter what their size. (For illustrative purposes, both arepresented as fully successful.)The Small StateSmall State’s state planning committee has an institutional representative from every collegeand university within the state. They meet three times a year in the centrally-located capitalof the state, often in conjunction with another state meeting that brings some of thecommittee to the capital. In any case, distances are small enough that no one has to drivemore that a few hours. Small State’s state planning committee develops an annual state-wideconference for mid- to senior-level women in higher education. Attendance is high, given thecentral location and the relatively short distances required; most attendees do not have to planan overnight stay. Because all of the members of the state planning committee areinstitutional representatives, each of them has developed active networks on her own campus,especially for women in entry- to mid-level positions. Since the institutional representativesknow each other well through their work on the state planning committee, they may planlocal events that bring together women from two or more campuses located near each other.Nominating women to OWHE for senior leadership positions is easy—each of the women onthe state planning committee holds a mid- to senior leadership position and knows the otherwomen in similar positions on her campus. The state planning committee also serves as a jobnetwork for women within the state, sharing information about mid-level position openings. 36