That's exactly what SEA change or Athena SWAN does, at least in the university system, and you can move it into other sectors as well. There's another thing in the U.K. called the WISE campaign, which brings education and industry and business together to create this very diverse pipeline into the STEM workforce.
If you look at SEA change or Athena SWAN, you see the rubrics are developed by each institution or each division that is seeking cultural change. It requires a collector, let's say, a faculty of engineering.... Let's say a faculty of science because otherwise the engineers will get offended because they're both science.
The faculty of science has to reflect back on itself and say we only have 15% women in this faculty. Why is that? Where are they? Why is that happening? Is it because when we look at our pools of applicants for positions, there are no women in them? Okay, we're going to address that. How are we going to address that? Then there's going to be a plan. It could be that we have 50% women in our pools of applicants but we're only hiring men. Okay, we have another issue there, whether that's a hiring committee...or it could be that we hire women and they leave after two years. There's another issue there.
The SEA change or Athena SWAN program—it's called SAGE in Australia—requires a division or a unit to reflect back on itself and collect its own set of metrics, and then say we're going to change that. We only have 15%. In three years we're going to go to 30%. How are we going to do that? First of all, we're going to make sure we have a much richer pool. How are we going to do that? We're going to target these places, then we're going to make sure that our hiring committees really understand deeply what equity and diversity means, and then we're going to train them and not just send them to do an online module. We're going to really train them. We're going to give them cultural competencies and we're also going to put in a series of processes and policies to make sure that we don't lose women within their first three years, or whatever.
That could be like what I've done at Ryerson, which are programs that help support faculty and work-life balance. It could also be things like not having departmental meetings at four o'clock on a Thursday afternoon because people have to go to pick up kids. Every group has to reflect back. This is why it puts the responsibility back on us, not on women. If you're one of the 15% and you got hired, now you have to just tough it out even though there are all these other factors.
The university must reflect back and then develop its own rubric. That's going to be different for different places, which is why the responsibility comes back to you. But if the university can come back in three years and say, “Look, we went from 15% to 30%” and then a national organization says, “Wow, okay you get a silver award”, then Ryerson University gets a silver and University of Toronto says, “Damn it, we're going to get gold because we can't let the people down the road have....” Then it spreads.
But it's very difficult, and this is why many programs fail. It's very difficult to have a national set of rubrics.