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Mentorship is critical to student academic success and persistence, especially for students from historically underrepresented (HU) groups. In the Cal-Bridge program, a program designed to support the academic success of HU undergraduates in STEM who wish to pursue a PhD in those fields, students experience comprehensive support including financial aid, highly-engaged mentoring, dual faculty mentorship, professional development workshops, and summer research experiences. Scholars in this program consistently report that faculty mentorship is the most impactful feature. While mentorship was rated highly, preliminary evaluation indicated an early deficit in a sense of community among scholars. In response, faculty professional development and support for peer networking were implemented to expand and enhance the relationships that support scholar success. Here we present a promising multifaceted model of mentorship that can support the academic success of HU undergraduates. 

Undergraduate education in the US is racially/ethnically stratified, and there is limited mobility for Black and Latinx BS recipients in STEM majors into the PhD programs from which faculty hiring disproportionately occurs. Bridge programs are proliferating as a means of increasing minoritized students’ enrollment in STEM graduate programs, but little social science examines mechanisms of their impact or how impacts depend on the graduate programs to which students seek access. This sequential mixed methods study of the Cal-Bridge program analyzed trust networks and mechanisms of relational trust as factors in graduate school application, admissions, and enrollment decisions. First, using social network analysis, we examined patterns in the graduate programs to which seven cohorts of Cal-Bridge scholars applied, were admitted, and chose to enroll. Then, we conducted an in-depth case study of the organization in the Cal-Bridge network with the highest centrality: University of California, Irvine’s physics and astronomy PhD program. We find the positive admission and enrollment outcomes at UC Irvine were due to intentional, institutional change at multiple organizational levels. Change efforts complemented the activities of the Cal-Bridge program, creating conditions that cultivated lived experiences of mutual, relational trust between bridge scholars and their faculty advisors and mentors. Findings illustrate mechanisms and antecedents of trust in the transition to graduate education. We use these findings to propose a framework that may inform the design of future research and practical efforts to account for the role of trust in inequities and creating more equitable cultures in STEM. 

The engagement inspired by the June 2020 call for action in academia has blossomed into change-promoting groups that the bridge program’s scholars both participate in and lead.