AMP-UP

ADVANCE Matrix Process for University Programs (AMP-UP) began meeting in November 2015. AMP-UP is a systematic, data-driven, continuous improvement process instituted to address faculty retention, satisfaction, and career progress. The process was motivated by a proposal submitted for the NSF ADVANCE Institutional Transformation grant; hence, a focus of current efforts is to facilitate female and under-represented STEM faculty success and retention. At the same time, AMP-UP is more broadly focused on promoting an equitable campus climate in support of faculty career progress and success.

ADVANCE Matrix Process for University Programs (AMP-UP)

The AMP-UP Matrix design combines a matrix model of cross-functional teams with Michigan Tech's experience in Lean Continuous Improvement (CI) principles and practices. To date, over 700 individuals have participated in 170 Lean Kaizen events at Michigan Tech. AMP-UP preparatory Kaizens engaged over 75 faculty, staff and administrators from 2014-2015. AMP-UP has adapted the CI approach to make this a self-reflexive and responsive process suitable to academic initiatives.

Vision

Advance Matrix Process for University Programs (AMP-UP) is a model process for collaborative, efficient decision-making enabling a climate of inclusiveness and equity that empowers all members of the university community to reach their career goals.

Mission

AMP-UP will deliver ongoing, continuous improvement decision and action cycles that are well integrated into the structure of the University. AMP-UP will utilize cross functional teams to make data driven decisions helping to drive institutional transformation. The process:

• provides a systematic measurement of impact for campus wide program interventions and new program implementations
• evaluates the effects of initiative teams and programs implemented through this process
• recommends improvements

AMP-UP Accomplishments 2016

AMP-UP Workspace

AMP-UP Activities

AMP-UP Cross-Functional Teams

The AMP-UP approach uses six cross-functional teams. The three initiative teams are Scholarship and Research Dynamics, Unit Climate, and Dual Career. The three process function teams are Data Collection and Analysis, Program Development and Implementation, and Continuous Improvement.

• The Research and Scholarship Dynamics team focuses on initiatives addressing faculty research support and progress. One initiative currently in the pilot stage is the Early Career Management program which pairs new faculty members with senior members in advocacy committees that meet monthly during the new member's first year.
• The Unit Climate initiative team focuses on promoting an equitable and supportive climate in all academic units. Along with current initiatives like the Diversity Literacy Certification process and the next campus climate survey now under development, this team is investigating climate factors that affect the retention of faculty as well as model practices already in use.
• The Dual Career initiative team focuses on dual career challenges that occur after hiring. This team investigates how dual career issues affect retention across the career path, including the perceptions of both partners in a dual career relationship, in order to create satisfactory career opportunities that support faculty retention.
• The Data Collection and Analysis team engages in a rigorous, systematic approach to collect, archive, and present the data necessary to justify the development and tracking of the primary initiatives.
• The Programs and Interventions team offers a repertoire of (internal and external) programs available to academic units to advance faculty career development and promote a climate of equity and support.
• The Continuous Improvement team arranges for and facilitates Lean events requested by initiatives teams. The CI team also provides protocols to assess the value of AMP-UP processes in order to avoid perpetuating the status quo rather than striving for inclusiveness and diversity.

AMP-UP Purpose Statements for Matrix teams

AMP-UP has been designed to initially address faculty retention, satisfaction, and career progress. The University‘s long term goal is to utilize this process as a method to transform and improve the work environment by focusing on dimensions that address faculty, staff, and student needs.

Near-term goals include:

Scholarship and Research Dynamics

Improve the ability of pre-tenure faculty (years 1-6) and tenured faculty (years 7 and beyond) to conduct research, particularly in terms of improving proposal development and success but also in terms of the effective and timely spending of research support dollars awarded at the time of hire.

Unit Climate

Create an inclusive, civil culture within each unit that values not only diverse backgrounds and perspectives, but also the unique contributions of each faculty member, whether that involves research, teaching, service, or a combination.

Dual Career

Determine the critical issues affecting dual career partner dissatisfaction and turnover (when one or both partners are faculty). Improve the retention of dual career partners by creatively addressing the critical issues that have resulted in dual career dissatisfaction and turnover.

Supporting Teams

Data Collections and Analysis

Engage in a rigorous, systematic approach to compile and present the data necessary to justify the development and tracking of the primary initiatives. The team is focused on not only the metrics specific to initiatives, but also advising on the building of the back-end infrastructure to make data driven decisions pervasive at Tech.

Programs Intervention and Implementation Team

Identify and develop programs to address the specific data-informed postulates for any gender discrepancies identified. In response to specific unit issues, a set of possible interventions and programs are identified, researched, recommended, and implemented.

Continuous Improvement

Arrange for and facilitate Lean events on specific topics when they are requested by any of the three initiatives teams. Provide protocols to assess whether useful information has been overlooked, analytics to study and prioritize possible programs to address career issues, and critical reflection protocols to ensure that participants question fundamental assumptions and well-accepted practices to avoid perpetuating the status quo rather than achieving inclusiveness and diversity.

2014-2015 Preparatory Lean Activities

Kaizen 1

Kaizen 1. Faculty Career Mapping: The Overview

Objectives:

• Create a map that can capture faculty career path processes, obstacles, resources, and opportunities for intervention
• Identify the metrics needed to assess career path progress for women faculty

Kaizen 2 and 3

Kaizen 2. Faculty Career Progress: Pre-tenure Obstacles and Possible Programs

Objectives:

• Validate or refined current group metrics to rapidly identify a) early career obstacles, b) impactful resources, and c) opportunities for intervention
• Identify sustainable university-wide best practices to cultivate a culture of support and retention

Kaizen 3. Faculty Career Progress: Post-tenure Obstacles and Possible Programs

Objectives:

• Validate or refined current group metrics to rapidly identify a) mid career obstacles, b) impactful resources, and c) opportunities for development
• Identify sustainable university-wide best practices to cultivate a culture of support and retention

Kaizen 4 and 5

Kaizen 4. Recruitment and Selection (and Retention) of Faculty

Objectives

• Validate or refine current metrics to identify recruitment success at various stages
• Identify obstacles in the process as well as sustainable university-wide best practices to attract and retain new faculty

Kaizen 5. Data and Metrics

Objectives

• Identify the raw data that exists; what calculations are needed, being done, and possible; and what needed data is not being collected
• Apply data mapping to each phase of faculty career development (see objective 1)
• Strategize centralizing and maintaining these data collection and calculation processes

2011-2014 Policy Updates and Development

Parental Leave

The Parental Leave Benefit is to give parents additional flexibility and time to bond with their now child, adjust to their new family situation, and balance their professional and home obligations. Paid Parental Leave - Faculty Handbook Initial version included only maternal leave. The latest revision went into effect Jan. 1, 2017 and is an inclusive Parental Leave Benefit.

Tenure Extension

A faculty member encountering disruption of professional responsibilities during the tenure probationary period, requiring extensive sick leave, unpaid leave, or a substantial formal reduction of professional responsibilities may make written request to the Provost for a one year extension of the tenure probationary period. Under this policy, an individual's tenure probationary period at Michigan Technological University may be extended by one year, or in the case of requests based on the birth or legal adoption of a child, not more than two years, total, for each child.

Dependent Care While on Travel

Dependent care expenses above and beyond regular dependent care costs that directly result from travel on university business will be reimbursed. Reimbursement forms are available Dependent Care | Financial Services and Operations.

Partner Engagement Program

We want to attract and retain exceptional faculty; our success often depends on cultivating two careers. The Partner Engagement Program was created to help spouses/partners gain knowledge about Michigan Tech, potential employment opportunities and other resources at the University and in the local area.

Lactation Rooms

Fifteen lactation and/or baby changes spaces are available across campus as shown on this map. This rapidly expanding program is championed through the Center for Diversity and Inclusion. Additionally, there is a Support for Breastfeeding Mothers Program. Anyone needing space on a regular basis should talk to their supervisor since locked, private office space can be arranged.

Diversity Literacy Workshops

These workshops are a key outcome from the ADVANCE PAID initiative. They have expanded and adapted with new materials and for expanding audiences. Initially training was voluntary, then it became a requirement to serve on search committees, then to serve on P&T committees, and in some colleges continued certification is linked to merit pay determinations.

AMP-Up Report Out

These files are from the AMP-UP Report-Out meeting held in October of 2017 and list various posters used to share information and gather feedback.

Report-Out Posters

Timeline of ADVANCE Efforts to Diversify the Faculty and Develop and Inclusive Culture

Kaizen: Tracking Teaching, Research & Service Effort

Industry Research at Michigan Tech

Faculty Recruitment Support Survey

Faculty Candidate AMP-UP Flowchart

Future Considerations and Programming Ideas – 1

Future Considerations and Programming Ideas – 2

Future Considerations AMP-UP Report-Out Summary

Tenure, Promotion and Reappointment Flowcharts:

Male Advocates and Allies

• Men Allies for Gender Equity Webinar