Chancellor's Committee on Women (CCW)
Prepared by Katherine Moerke and Nina Molinaro
This is the first CU-Boulder Status of Women Report prepared by the Chancellor's Committee on Women. CCW intends to complete such an annual or semi-annual report in order to:
- provide baseline data,
- monitor change, and
- make recommendations to ensure improvements in the status of women.
CCW would prefer to analyze gender and ethnicity together since they are not distinct categories, but is, as of yet, unable to do so because of data presentation. In future reports, CCW will monitor progress on both the quantitative data about the status of women and the policy recommendations suggested to improve the status of women.
- The average salary for permanent female employees is currently 68% of the average salary for permanent male employees of CU-Boulder.
- Administrator gender ratios at CU-Boulder have remained fairly consistent for the last several years; the proportion of women remains approximately 44%.
- Tenure-track and tenured faculty gender ratios at CU-Boulder have changed slightly over the last several years; the proportion of women has increased to 25%.
- Staff gender ratios at CU-Boulder have remained fairly consistent for the last several years; the proportion of women remains approximately 60%.
- Job segregation by gender exists among CU-Boulder employees; most faculty are men and most staff are women. More specifically, most tenure-track and tenured faculty are men (75% in 1997 - 1998), most clerical employees are women (78% in 1997 - 1998), and most skilled crafts employees are men (64% in 1997 - 1998).
- Graduate student gender ratios at CU-Boulder have changed slightly for the last several years, the proportion of women has increased to 44%.
- Undergraduate student gender ratios at CU-Boulder have remained fairly consistent for the last several years; the proportion of women remains slightly under 50%.
- Not only are women being paid substantially less than men on average at CU-Boulder, but the average salary for women relative to male employees is even below the national average of 74%. Further, an examination of salaries within job classes shows that this salary disparity is not explained by field alone.
- Although women comprise 44% of the administrators at CU-Boulder, the highest academic offices continue to be most frequently held by men. For example, only 3 (three) out of 10 (ten) deans are women, and one of these has an interim appointment.
- Tenure-track and tenured women faculty are still considerably under-represented at CU-Boulder. Further, it is significant that a much larger percentage of non-tenure-track and part-time faculty positions are held by women at CU-Boulder, and that these numbers are not consistently included in most quantitative data collected.
- Women continue to be the primary staff support for CU-Boulder, and staff continue to be the lowest paid and potentially least appreciated employees.
- Job segregation by gender among employees continues to result in differential compensation and job mobility for men and women. Positions in which men are the majority most often offer larger salaries, greater responsibilities, and better opportunities for advancement.
- Although graduate and undergraduate student gender ratios are approximately equal, gender segregation by major and field continues to result in differential career prospects and future compensation for men and women.
- Ensure that salary equity procedures for tenure-track and tenured faculty, as well as for non-tenure-track and part-time faculty, are being carried out by all academic units, and create and implement such procedures for unclassified staff.
(Note: CCW is pleased with the salary review that took place this academic year for faculty, but are aware that the issue had been neglected for several years previously. We commend Rebekka Struik for her diligence in pushing this issue and Todd Gleeson for following through on her concern.)
- Conduct a comparable worth analysis for classified staff to ensure that female-dominated and male-dominated fields are being fairly compensated.
- Ensure that staff are properly classified with respect to job duties without regard to employee gender.
- Aggressively recruit and promote women administrators.
- Ensure that stated tenure policies and procedures are fairly and consistently applied and followed.
- Create and implement mentoring opportunities for all faculty.
- Conduct exit interviews for all faculty and staff to ascertain reasons for leaving.
- Create and implement managerial training for all faculty and staff who supervise other personnel.
- Create and implement official procedures for rewarding community and university service by staff as is done for faculty.
- Create and implement additional opportunities for staff development and professional growth.
- Create and implement mandatory diversity trainings for faculty, staff, and students. Ensure that these trainings, as well as the sexual harassment training, are more preventative than defining in nature.
- Ensure that sexual harassment complaints are appropriately addressed and that adequate disciplinary actions are taken against known harassers.
- Create and implement mandatory procedures to evaluate and ensure equitable classroom climates across the disciplines.
- Create and implement mandatory procedures to evaluate and ensure inclusive curriculums across the disciplines.
- Ensure that student women's access to an equitable educational environment is not hindered by safety concerns.
- Recognize gender and ethnicity as inter-related, rather than independent, categories throughout CU-Boulder policies and practices.
Annual Compilation of Gender Ratios
Chart to Come
Suggested Procedural Improvements for Status of Women Report
- One comprehensive diversity report should be produced by one CU-Boulder office (CCW recommends the Office of Budget, Planning, and Analysis) annually or semi-annually, and a uniform format should be selected and used continuously to provide baseline data on gender and ethnicity for all CU-Boulder employees and students.
(Note: There are currently different diversity reports prepared by the Office of Budget, Planning, and Analysis and the office formerly called Affirmative Action based upon different data sources and definitions that naturally cause different results. It is CCW's opinion that more coordination and less duplication is needed.)
- In such a comprehensive diversity report, only broad and general data are needed annually or semi-annually. The breakdown by every CU department should happen less frequently, for example, every ten years.
- Quantitative data should always include totals, i.e. total undergraduate and graduate students for the university by gender and total average salary by gender for all employees. (These were calculated by CCW for this analysis based on the Winter 1998 reports, but it is much preferable to include them in the original data generation.)
- More detailed information on employees, such as degrees and publications, should be better tracked through new data systems available through A.S.P. and Faculty Information System.
- The comprehensive diversity report should provide data on ethnicity and gender both separately and jointly (to provide more information) so that the information can be analyzed in a number of ways and by a number of groups and individuals.
- The comprehensive diversity report should be generated by January 1 so that the Status of Women Report may be completed by CCW in time to incorporate the results into annual International Women's Week activities.