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Date: January 13, 2020
External Evaluation Report for the Initiative to Realize a Diverse Research Environment(Advanced Type) Project (2018)
Name: Lorri L. Jean, Chief Executive Officer, Los Angeles LGBT Center
This sheet is for reporting the results of the external evaluation related to Items 1
through 6 of the “Achievement of Project Goals” in the Report on the Results of theInitiative to Realize a Diverse Research Environment (Advanced Type) for 2018.
1) Achieve a recruitment rate for women researches of 30% of more
Remarks:
Impressive progress has been made in recruitment since the low of 2016 and you appear to bewell on your way to hitting the 30% target in 2020. While you had a slight decline in retention
over that same period, it is likely that improvement in retention would lag behind improvement
in recruitment. If the successes with recruitment (in combination with other efforts) are making
the organizational culture more conducive to diversity and gender equality (more inclusive ofwomen), that should have a positive impact on retention and 2019 should show an uptick. I wasstruck by what appears to be a low rate of retention over the last six years (hovering around17%). It would be valuable to compare the retention statistics of women researchers withretention statistics of male researchers. The degree to which retention rates for women are lower
than for men likely would be an indication that the organizational culture needs to further evolvein terms of gender equity. Ensuring that the organizational culture better reflects the principles
inherent in the Kobe University Diversity Statement and Gender Equality Declaration will be
key to enhancing retention and thereby maintaining your recruitment gains. You can have great
success in recruiting more women, but if they don’t stay, your overall goals will not be achieved.
2) Improve the percentage of women holding higher-ranking positions
Remarks:
The percentage of women staff doubled in 2018, to 22%. That is significant, especially giventhat the size of the staff shrank by 5.6% (from 53 to 50). In terms of senior professorial
positions, you did not make your goal with Associate Professors. But you slightly exceeded yourgoal with full Professors. Understanding what factors led to success (or inhibited it) would be
important. Also, it is unclear what your ultimate goal is for the percentage of women holding
higher-ranking positions. Just as you’ve stated explicit targets for recruiting women, setting
explicit goals for the number of women professors is an important component of making greater
progress. Of course, building a higher percentage of women at the base of the pyramid(Associate Professors) would help increase numbers at the top (Professors) if bias does not play arole in promotions. It was a wise strategic move to promote women as Executive Advisers to thePresident, as this helps to advance a culture of gender inclusivity.

23) Increase the number of next generation early career researchers
Remarks:
Your strategy of implementing two international initiatives to increase the number of young
researchers is exciting. No numbers were provided that could illustrate the degree to which thisstrategy is succeeding.
4) Enhance the diversity environment and expend it beyond the university
Remarks:
It appears that you employed three strategies for fulfilling this component: (1) making astatement of Kobe University’s values and goals for all to see; (2) engaging the corporate sector;and (3) educating/engaging the university community (although it’s unclear how many people
participated in the forum). To build upon this progress it will be important to expand on all
strategies. For example, is it time to review the Diversity Statement to see if it still reflects theUniversity’s goals/principles and whether it could be improved? Ensuring full inclusion can be achallenge as community norms and expectations (at least in the U.S. academic and nonprofit
environments) are changing rapidly and there is not universal agreement about what is the proper
acronym or policy. It can be hard to keep up.
In this regard, I suggest one item for your consideration. In the Kobe University Diversity
Statement in paragraph two, gender identity and “her/his/their individuality” are mentioned.
That terminology covers a lot of bases for those who understand and/or are watchful about thecurrent issues relevant to non-binary/gender non-conforming people in addition to transgenderpeople. That is very good. But then in the immediately succeeding Kobe University Gender
Equality Declaration, the language is completely binary. In the U.S.A., the institutions most on
the cutting edge of these issues are colleges and universities and nonprofits but there is muchinconsistency. And there are significant differences of opinion about how to recognize the manydifferent forms of gender identity and expression we’re now seeing among younger people(some of which identify as neither male nor female or as both, depending upon the day) without
negating the long-time reality of sexism and inequality between men and women and how that
has impacted women in the workplace. I don’t have the answers to this fast-evolving arena.
However, I have attached a copy of a policy developed by two reputable national organizations
intended for school districts below the college level but which may be helpful to you bothregarding terminology and other relevant matters.
Continuing to engage/educate the University community is crucial to this effort. What more
could be done there, perhaps with on campus fora or programs within key departments of theUniversity? And continuing to involve your corporate partners in this effort could be beneficial
in numerous ways. Given that most corporations are also dealing with issues of gender equality
in the workplace, they may have some experience to share about strategies they’ve usedsuccessfully.

35) Initiatives particular to this project
Remarks:
You touched important bases with your research into other diversity education programs. Thesedays academic and private institutions worldwide are engaged in similar efforts. There may be
more to learn from additional research. I was also impressed that you examined support systems
for women researches dispatched overseas. The report did not indicate what you learned andwhat actions were taken. One powerful tool for your consideration is to survey women
researchers dispatched overseas to ask them what they want and need in terms of support
systems. It also might be useful to consider a similar survey of women professors regarding thebarriers they face or changes that might make the environment better (such a survey might needto allow people to respond anonymously in case people fear reprisals for sharing their views).
6) Issues to be addressed with respect to this project
Remarks:
Reports on each occurrence of an HR-related issue are very important in inspiring progress withthis project. The same is true for ensuring that departments are praised for their successes andheld accountable for failing to meet goals. Offering tactical assistance to those areas
experiencing problems during the course of the year could be very helpful. Finally, when it
comes to fundraising, you might consider something more than an annual membership fee
system. Perhaps a few of your closest corporate partners might be willing to make multi-year
commitments as Lead Sponsors of the Diversity Co-Creation Partner Club. Perhaps a 3 – 5 year
commitment (in an amount that exceeds the annual dues and offers extra visibility) would bringin more revenues and enable you to plan longer term for the program’s sustainability.
7) Remarks regarding the overall project
I applaud Kobe University for focusing on this project and for its successful efforts to date.
Changing an entire organizational culture to enhance diversity and build gender equality is ahuge undertaking. But it is critical to the future success of any institution as significant as KobeUniversity.