A Strategic Approach to Embracing Diversity and Inclusion in Academic Health Care
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1 A Strategic Approach to Embracing Diversity and Inclusion in Academic Health Care Lisa Montgomery, MHA, Executive Vice President Willette Burnham-Williams, Ph.D., Chief Diversity Officer
2 MUSC Background Established in 1824 Oldest medical school in the Deep South Largest employer on southeast coast and one of the largest in South Carolina South Carolina's only comprehensive academic health sciences center which includes the MUSC Medical Center and six colleges: Dental Medicine Graduate Studies Health Professions Medicine Nursing Pharmacy 13,000 faculty and staff 3,000 students
3 Our Journey I. The Intersection of Culture and History II. Creating and Implementing the Plan III.Lessons Learned
4 I. The Intersection of Culture and History A Look Back Hospital Strike of 1969, Charleston, S.C.
5 Not everything that is faced can be changed, but nothing can be changed until it is faced. James Baldwin
6 II. Creating and Implementing the Plan
7 Working Definitions Diversity refers to the richness of human differences to include: Socioeconomic Status Race Ethnicity Language Nationality Sex Gender Identity Sexual Orientation Religion Geography Disability Age Individual Aspects: Personality Learning Styles Life Experiences
8 Working Definitions Inclusion refers to active, intentional, and ongoing engagement with diversity. Inclusion is achieved through: Professional Development Education Policy Practice The objective is to create and nurture a climate and culture that fosters: Sense of Belonging Respect Value for All Participation Engagement Connection throughout the Institution and Community
9 The Diversity Continuum Leader in Diversity (Internal Vision for equity for all; fosters diversity beyond own boundaries) Employer of Choice (Diversity internalized as a core value; key leaders view diversity as an essential element for continued growth and performance) The Business Case (Recognize overall business benefits such as recruitment, retention, effectiveness, efficiency or market share) Beyond Compliance (Support traditionally disadvantaged groups; benefits to internal and public image) Compliance (EEO & Affirmative Action; focus is on equality treating everyone the same way)
10 Enterprise Wide Milestones Date April 11, 2014 April 14, 2014 April 16, 2014 July 30,2014 September 2015 October 2015 January 2016 Weekly Milestone Board of Trustees Presentation and Approval President s Update with Campus Champions Planning Kick Off (300+ in attendance) D & I Strategic Plan First Draft D & I Strategic Plan Final Board of Trustees Approval D & I Strategic Plan: Began Implementation D & I Community Based Advisory Council Formed Integrated with MUSC Imagine 2020 Strategic Plan President Leads Weekly Meeting on Diversity and Inclusion.
11 Co-Chairs/CDO s: W. Burnham, PhD A. Gunn, MS Diversity and Inclusion Senior Steering Committee External Stakeholders Work Group on Recruitment and Pipeline Development Work Group on Education and Training Work Group on Metrics and Outcomes Work Group on Engagement and Inclusion Work Group on Communication, Community Relations and Outreach
12 Goal 1: Recruitment and Pipeline Development Identifying and actively recruiting diverse and talented individuals through pipelines that add to the richness of our culture and bring new energy and synergy to accomplish our mission: Attract and recruit diverse students. Attract and recruit diverse members of the workforce. Attract and recruit diverse members of the leadership and management teams.
13 Goal 2: Education and Training Enhancing education and professional development to ensure every member of the community develops an appreciation for the richness that our diversity brings and demonstrates a commitment to our culture of inclusion. Develop and implement a core curriculum on Diversity and Inclusion for every member of the MUSC community. Create and optimize ongoing educational Diversity and Inclusion opportunities for learning and development. Develop and implement strategies to equip leaders with the ability to manage, support and foster a culture of diversity and inclusion for every member of the community.
14 Goal 3: Engagement and Inclusion Enhancing education and professional development to ensure every member of the community develops an appreciation for the richness that our diversity brings and demonstrates a commitment to our culture of inclusion: Encourage a diverse and inclusive environment for our workforce, students, patients and visitors. Enhance and sustain a supportive and inclusive community that embraces and respects all cultures for our workforce, students, patients and visitors. Build upon an environment which supports an open and honest dialogue with all communities while acknowledging areas for improvement and celebrating our successes.
15 Goal 4: Communication and Outreach Increasing awareness of our Diversity and Inclusion mission through community engagement and effective communication: Increase organizational awareness of our Diversity and Inclusion mission. Increase community awareness of our Diversity and Inclusion mission. Establish and enhance organizational and community partnerships to demonstrate MUSC s commitment to our Diversity and Inclusion mission.
16 Goal 5: Measuring Our Performance Supporting the success of the Diversity and Inclusion mission through the evaluation of existing data, reporting and analysis, and the establishment of measurable milestones and attainable outcomes. Obtain baseline understanding of the organization s climate of diversity and inclusion. Provide critical feedback to support the goals of each diversity and inclusion working group. Foster communications and data-driven decisions by creating and maintaining a centralized, enterprise-wide repository of metrics related to diversity and inclusion goals and objectives.
17 Some Wins To Date Goal 1: Recruitment and Pipeline Development Over half of the 17-member MUSC University Leadership Council are women and four are African-Americans (2 men / 2 women). Goal 2: Education and Training Every college has a first-year student Diversity and Inclusion infused curriculum component. All leaders and faculty are required to complete a minimum 4 hours of Diversity and Inclusion training annually. Goal 3: Engagement and Inclusion Increased the number of contracts awarded to local minority businesses (i.e., new Children s Hospital on track to achieve goal of 30% minority contractors). Goal 4: Communication and Outreach Established Community Advisory Council. Enhanced and expanded MUSC interpreter services. Goal 5: Measuring Our Performance Annual enterprise wide employee engagement survey. Developed institutional metrics for Diversity and Inclusion. Jgldjfgpojrperj;ejhye;w
18 III. Lessons Learned Commitment from key stakeholders is imperative. Engage the internal/external community. Enterprise wide communication must be a priority. Linkage to mission, values and broader strategic goals is critical. Must commit human and fiscal resources.
19 Commit to Patients First Build Healthy Communities Advance New Knowledge and Scientific Discoveries Foster Innovative Education and Learning Embrace Diversity and Inclusion
20
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