Departmental Change: Starting an Initiative
Joel Corbo, University of Colorado Boulder; Courtney Ngai, Colorado State University; Gina Quan, San José State University; Sarah Wise, University of Colorado Boulder
The Departmental Action Team (DAT) Project supports departments as they make changes to their undergraduate programs through implementing DATs. This blog post is the second part of a four-part series on DATs, and describes the groundwork laid before a DAT officially forms in a department. Our first blog post describes our use of project principles. If you are interested in learning more, we are leading a free webinar (Tuesday, March 30, 12pm EST) about facilitating change using the DAT model. Register for the webinar.

CUREnet
CUREnet CUREnet is a network of people and programs that are creating course-based undergraduate research experiences (CUREs) in biology as a means of helping students understand core concepts in biology, develop ...

What is systemic change?
Charles Henderson Western Michigan University Charles Henderson
"Systems are perfectly designed to achieve the results that they are achieving right now."1 Higher education organizations are complex systems with many interacting subsystems. In order to create sustainable change, it is necessary to understand and align these subsystems. Subsystems include the faculty reward system, the higher education funding system that is based on student enrollment, the organization of universities into academic departments, the tradition of faculty autonomy over instruction, the metrics used to judge student performance (grades vs. learning), etc. Many change initiatives fail because they focus on only one subsystem without considering how this subsystem interacts with other subsystems. For example, in STEM it is common for education reformers to work to convince individual instructors about the benefits of active learning (that is, to change the instructor-student-instructional method subsystem). Research suggests that many instructors are receptive to this message and are interested in using more active learning strategies.

Writing a proposal? Here are some great resources from ASCN!
Stephanie Chasteen, University of Colorado at Boulder
For many of us, it's proposal writing season. If you are submitting an NSF-IUSE proposal, there are increasing expectations that the proposal will include a theory of change for how the project aims to achieve its outcomes, and a well-developed evaluation plan for assessing progress toward those outcomes. As an evaluator, I am often asked to help people flesh out these objectives and metrics, and I have found several of the resources on the ASCN site very useful. I was lucky enough to be helping out with the ASCN project when these resources came in, and acted as a temporary librarian to create the list of resources on the site, and so am quite familiar with the breadth of resources. This blog post is to point you toward some of my favorites that have been useful when writing a proposal aimed at institutional change.

How do we recruit, support, and retain diverse faculty? Reflections from our discussion series
Patricia Marsteller, Emory University
Equity, inclusion, diversity, and justice are foundational in effective higher education settings, including STEM disciplines. Our ASCN working group brings together communities whose work focuses on justice, equity, inclusion, and diversity (JEDI) in higher education. In spring 2021, we focused on a series of informal conversations centered on recruiting diverse faculty. In the series we discussed: Why recruiting diverse faculty is important. Promising practices for department leaders, such as creating detailed and inclusive recruitment plans, utilizing cluster hires, broadening searches, using faculty search advocates, and providing JEDI education for faculty and for search committees. Working with other institutional actors (e.g., data analysts, deans) for institutional and departmental reflections, hiring plans, and data needs.

Using project principles to anchor changing departments
Joel Corbo, University of Colorado Boulder Courtney Ngai, Colorado State University Gina Quan, San José State University Sarah Wise, University of Colorado Boulder
The Departmental Action Team (DAT) Project supports departments as they make changes to their undergraduate programs. Project team members use the DAT Project's six Core Principles to guide their decision-making around change efforts. In this post we share why a principles-based approach supports successful change. This post is a great introduction for our free upcoming webinar on Tuesday, March 30, 2021 about facilitating change using the DAT model. Register for the webinar here

How an external evaluator helps clients develop theories of change
Kate White Temple University Stephanie Chasteen University of Colorado at Boulder Kate White (Western Michigan University), ASCN Research Director Stephanie Chasteen (University of Colorado at Boulder), Co-Leader of ASCN Change Leaders Working Group
Stephanie Chasteen, ASCN member and co-leader of the Change Leaders Working Group, was recently featured in two blog posts on the blog of the American Evaluation Association, AEA365 . In these posts she shared how she helps clients develop Theories of Change as an external evaluator for NSF-funded projects aiming to improve STEM education at the university level.

Shared leadership for student success at UW-Whitewater
Susan Elrod, Indiana University-South Bend; Jodie Parys, University of Wisconsin-Whitewater; Meg Waraczynski, University of Wisconsin-Whitewater
Colleges and universities across the country are facing increasing pressure to enroll, retain and graduate more students at a time when the environment for higher education is competitive and often contentious. In order for institutions to be successful in these student success endeavors, everyone must work together. We are all familiar with shared governance as a central tenet of higher education but those processes apply primarily to policy development and decision-making. We argue that shared leadership is required as a holistic approach to goal development and implementation of strategic priorities that foster student and institutional success. In this model, both administrators and faculty/staff leaders play key roles that are essential to the long-term success and sustainability of student success initiatives. Administrators provide a framework for initiatives as they relate to the broader campus community; foster connections between individuals engaged in similar work; provide strategic support and remove barriers to progress; and hold the campus accountable for achieving shared goals. Shared leaders capitalize on their discipline expertise and commitment to student success and program outcomes to fill in the pieces of the framework. They utilize their classroom and program experience to design, test, and apply proposed solutions and also retain ownership of the initiatives and solutions.

COVID-19 Recommended Resources from ASCN
Kate White Temple University Kate White (Western Michigan University), ASCN Research Director
Updated: 6/4/20 We know that many of you are dealing with changes at your institutions as we all come together to flatten the curve. Many organizations have been sharing resources and guidance for remote work, online teaching, and more. In this post you'll find links to some recommended resources that we have collected. Our regular events (webinars, working group meetings, etc.) are continuing -- please contact us if you would like to get involved! We will continue to update this post as needed.

Learning from Evaluation of Effective Teaching Event: Change Leaders Perspectives
Madhura Kulkarni, Northern Kentucky University; Rachel Renbarger, Western Michigan University
At the end of August, three ASCN working groups came together to put on an event called, "Evaluation of effective and inclusive teaching: How can teaching and learning center professionals be involved in change for social justice, equity, diversity, and inclusion?" (We will refer to social justice, equity, diversity, and inclusion as JEDI for ease throughout this post.) We recommend that people interested in the event watch the recording and access the resources on the event page, but the purpose of this blog post is to highlight what we learned from this event so that other change agents can implement the findings into their work immediately. Big questions that we wanted to focus on included the who, what, and how of transforming teaching. To understand how change happens, and how we might help create teaching evaluation change on our campuses, we asked Dr. Susan Elrod to describe her work modeling institutional change.