Date: 02/072024
External Evaluation Report for the FY2018–2023 Project Results
Name: Kathryn (Kate) Kendell
This document reports the results of the external evaluation of the FY2018–2023 project
results based on the attached Report on the Results of the Initiative for Realizing
Diversity in the Research Environment (Advanced Type) for FY2018–2023.
I very much appreciate the data and analysis of the data provided, but it is somewhat
difficult to provide a comprehensive evaluation without some narrative regarding Kobe
University’s own assessment of what it has achieved and how the efforts have impacted
the culture toward achieving the ambitious goals noted below. While I understand thelimits of anecdotal Information, it does help me to be informed by your perspective as towhat changes you’ve observed as the initiatives have unfolded. Regardless, I am gratefulfor this opportunity to provide a final evaluation on your laudable efforts.
1) Achieve a recruitment rate of over 30% for women researchers
Remarks: Under 1. Project Goals and Action Plan, Table 1, it is clear that for each of theinitiatives at least some significant progress has been achieved in relation to one of thefour goals. As I have previously noted an effort like this, to address persistent inequities
is not for the impatient nor the faint of heart. To make such an effort durable requires
putting in place new structures and the work of then shifting longstanding culturalattitudes. The achievement of goal 1, and initiative (A) on this chart is to be commended.
To see the progress on goal 2 will inevitably lead to eventually meeting goals 3 and 4.
This is very gratifying to see and would be a place where hearing from you about theimpact on university life and culture from these changes would be fascinating.
The human resources governance structure and the resulting accountability andincentive structures clearly had the intended impact in reaching the recruitment goal. It
is worth noting that the structure of governance was altered to create greater
accountability and coordination. This kind of willingness to alter course when necessary
is notable. The Gender Equality Office and the supporting structures and roles are a verystrong signal to the broader university community of the importance of this work. Thereappears to be a clear commitment by the highest levels of leadership within the university
given that the Executive Assistant to the President attends key committee meetings andappears to be a strong advocate for the goals and work. The open records of these
efforts is also key to accountability and success.
Perhaps most significant is the requirement that individual departments are required toprovide information on hiring, promotion and retention rates, with a mechanism for direct
review and accountability. The incentive spending structure then ties progress andresults to the bottom line for departments. This is an essential piece and obviously
yielded strong results.
It is worth noting that during the heart of this effort, we saw a world-wide pandemic, thelasting effects of which are still not fully known. But surely the COVID-19 pandemic
impeded the efforts of the University to achieve its goals. I think is made most clear in
the figures under point iii. Visualize the hiring, promotion and retention rates of womenfaculty. In FY 2018 the actual hiring rate exceeded goal and then was flat. There can be
no doubt that COVID-19 impacted this trajectory.
2) Improve the rate of women holding higher-ranking positions
Remarks: There is clearly progress toward this goal and an obvious commitment toinvest the time and resources to achieve the goal. Again, the COVID-19 pandemic
interrupted progress. Nevertheless, a number of assistant and associate professors wereable to engage is a cross-cultural/cross-institutional experience to enhance their growthand vita. This effort dove-tailed with an intention to build overseas support, which can
now be leveraged post COVID-19.
It seems that the rates regarding promotion, while varied, are trending in a positive
direction. The overall goal has been met since 2020, which is noteworthy for longer-term
success.
3) Increase the base of next-generation young researchers
Remarks: With the implementation of the Human Resource Exchange Program and theEarly Career Researcher Training Program, it seems that the university is on track tomeet this goal. As with all of this work, laying the foundation for enduring change is key
and so much more critical than slap-dash or half-hearted attempts at change. Now thatthese foundational elements are in place, they can be fully leveraged to achieve the goal.
The goal of seeding a next-generation of researchers will have an outsized impact on
the overall goals and targets. Once a new generation enters the market and become
embedded in the university faculty, the culture will undoubtedly shift, making up any
ground lost to either COVID or entrenched sexism.
The focus on mentoring is also key. Young female students will see there is a path forthem in STEM and that is critical to bringing in a new generation of researchers.
4) Enhance the diversity environment and expand it beyond the university
Remarks:The importance of this initiative cannot be overstated to my mind. Once thebroader community is aware of these efforts and feels invested, it is impossible to turnback or fall short. The adoption of the Kobe University Diversity Statement is not just lipservice. It places an important public marker and creates a climate of sharedaccountability. Likewise, the Diversity Fund demonstrates a broader commitment andinvestment and a larger set of stakeholders in the success of these efforts.
The education program as a joint partnership with the private sector is an impressive
manifestation of the work of the initiatives and will be a critical component of short andlong-term success. This is the kind of culture-shift work that seems likely to benefit notjust the university, but also the entire sector. It is gratifying to read about.
5) Verify the outcomes and evaluations of the overseas support programs for women
researchers
Remarks:This section really makes plain the difference investment and support ofwomen can make in their overall success. This is where the data are so clear andimportant. But for these efforts, women faculty would not have the greater success. It isa clear indication of the efforts brought to bear, paying off.
6) Regarding the project initiatives undertaken over the six-year period
Remarks: It is clear that the goals and initiatives are on a trajectory to achieve all theuniversity set out to do. Clearly, the work continues, but it appears that the foundational
pieces are in place for longer-term success. I have enjoyed being a part of the process
and observing the growth and success of these efforts.