Transcript Slide 1

Advancing A Culture
of Inclusion: From
Good to Great
Faculty Senate
Adeola Oduwole, MSc.
Dir., Diversity & Inclusion
Dec 10 2012
Diversity at UTMB
Creating a Culture of Inclusion
Diversity Council
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Dimensions of Diversity
Biomedical
Sciences
Health/Illness
Beliefs & Practices
Communication
Mission Area/
Health
Institutional Entity
Outcomes
Health
Professions
Division/
Department
Nursing
Medicine
Learning
Styles &
Needs
Work
Experience
Language
Spiritual/Religious
Orientation
Mental/Physical
Ability
Function
Education
Diagnosis
Level
Floor
Values
Age
Marital
Status
Research
Military
Status
Gender
Ethnicity
Sexual
Orientation
Children
Fellows
Credentials
Language
Proficiency
Race
UTMB
Clinical
Training
Clinical
Food
Practices
Field
Role of
Family
Treatment
Geographic
Location
Tenure
Insurance
Appearance
Work Location
Residents
Post-doctoral
Advance
Directives
Shift
Cultural
Identity
Modesty
Symptom
Mgt.
Adapted from Diverse Teams at Work,
Garden & Rowe (Irwin, 1994)
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Internal Dimensions of Diversity –
Workforce
0.51% 10.41%
8.80%
Generations
27.53%
Race/Ethnicity
AMIND
14-35
15.80%
36-47
34.98%
AFRAMR
48-60
28.70%
ASIAN
56.56%
61 & above
16.47%
HISPA
OTHER
PACIF
0.20% 0.04%
WHITE
28.88%
Sex
71.12%
Source: Department of Human Resources
M
F
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Internal Dimensions of Diversity –
Students
American Indian/Alaskan
Native
Asian or Pacific Islander
Race/Ethnicity
0%
5%
14%
Generations
12%
13%
Black (non-Hispanic)
1946-1964 (Boomers)
9%
1965-1976 (Gen X)
Hispanic/Latino
Multiple Races
1977-1998 (Gen Y)
16%
81%
43%
0%
6%
1% 0%
Native Hawaiian or Other
Pacific Islander
Non Resident Alien or
Foreign
White or Caucasian (nonHispanic)
NA/Unknown
31%
Sex
Female
69%
Male
Unknown
Source: Office of Institutional Effectiveness
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Internal Dimensions of Diversity –
Patients
1%
Age
1%
1%
0-1
8% 7%
2-18
10%
20%
17%
29%
19-20
21-44
23%
3%
45-64
65-74
29%
0%
51%
75+
36%
Race/Ethnicity
AI/AN
Asian
Black/Af. American
Caucasian/White
Hawaiian/PI
Hispanic/Latino
Unknown
Sex
64%
Female
Male
Source: UTMB Hospital Financial Management
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Moving the Needle…
Compliance
Valuing Diversity
Strategic Diversity Mgt
Open Doors
Open Minds
Open Systems
GOOD
GREAT
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Diversity at UTMB
Creating a Culture of Inclusion
Diversity Council
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Advancing A Culture of Inclusion
Diagnosis
Current state of
organizational
issues relative to
diversity and
inclusion at
UTMB.
Planning
Develop all the
necessary
planning for a
smooth
implementation
based on
discovery in
diagnosis
phase.
Implementation
Implement
programmatic
components of
strategic plan in a
well organized
manner.
Planned
Integration
Diversity
Advisory
Council is fully
functional and
supported.
Evaluation
Evaluate
program by
comparing
what we
wanted to take
place against
what actually
took place.
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Diversity Infrastructure
Academic Enterprise
(Pillars: Research, Education, People)
Goals
1.
Health System
Business/Finance
(Pillars: Quality/Health Sys., Community,
People)
(Pillars: Strategic Mgt., Financial, People)
Develop and sustain an internal and external pipeline of outstanding students, faculty, administrators and staff from underrepresented
cultural backgrounds.
2a: Develop and strengthen an educational curriculum that is supportive of diversity and inclusion objectives.
Strengthen efforts to recruit
and retain underrepresented
women & minority faculty and
administrators from all areas of
the enterprise to reflect
availability in the relevant labor
market.

•
KPIs
Strategic Initiatives
2b: Develop a research evidence base to inform disparity reduction initiatives.
One woman or minority
faculty member recruited/
promoted or awarded
tenure per year.
Develop a plan for
professional development
around cultural
competence for faculty
and administrators.
•
100% of faculty and
administrators engaged
in diversity and inclusion
related education.
Leverage economies of scale to
maximize student recruitment
efforts across the four academic
bodies and create opportunities
for multi-school interdisciplinary
interactions focused on
diversity.
•
One student recruitment
collaboration within the
University in support of
diversity and inclusion.
Implement programs
to increase the
diversity of
participants in
research clinical trials.
Enhance academic
climate to promote the
development of
multicultural competence.
•
One standardized
university credit cultural
competence course
added to required
didactic curriculum in
the four schools.
•
Diversity awareness is
a component of student
orientation.
•
10% of campus-wide
student activities reflect
D&I..
•
10% increase in
participation of
URMs in clinical
trials.
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Diversity Infrastructure
Academic Enterprise
(Pillars: Research, Education, People)
Goals
1.
Business/Finance
Health System
(Pillars: Quality/Health Sys., Community,
People)
(Pillars: Strategic Mgt., Financial, People)
Develop and sustain an internal and external pipeline of outstanding students, faculty, administrators and staff from underrepresented
cultural backgrounds.
3a: Increase the multicultural capacity of clinical staff to ensure culturally appropriate interaction and inform the delivery of a uniform standard
of care.
Strategic Initiatives
3b: Drive multicultural partnership, outreach and engagement to serve the health and well-being of diverse populations.
KPIs

Review and develop policies to
ensure responsiveness to the
needs, preferences and
expectations of patients and
families from diverse cultural
backgrounds, to include
Investment in CultureVision.
Implement a CLAS
Assessment Toolkit to ensure
that UTMB is compliant with
the 14 national healthcare
standards.
•
Pilot testing initiated and
one toolkit developed.
•
Review 100% of patient related
policies relative to D&I.
•
Develop policy mandating a
zero-tolerance culture for
inappropriate speech or
behaviors, to reinforce a culture
of trust (Patient Rights and
Responsibilities).
In accordance with Joint
Commission standards, promote
continuous learning and
development to enhance customer
service experiences with emerging
patient populations and among
staff.
•
100% of healthcare workforce
receives education and learning
relative to D&I.
Collaborate with
community leaders and
groups to identify and
plan outreach and health
disparity education
activities with the goal of
reducing readmissions.
•
Development of one
annual health education/
disparity reduction
activity.
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Diversity Infrastructure
Academic Enterprise
(Pillars: Research, Education, People)
Goals
1.
Health System
Business/Finance
(Pillars: Quality/Health Sys., Community,
People)
(Pillars: Strategic Mgt., Financial, People)
Develop and sustain an internal and external pipeline of outstanding students, faculty, administrators and staff from underrepresented
cultural backgrounds.
4a: Effectively measure and evaluate organizational outcomes related to diversity and inclusion.
Strategic Initiatives
4b: Establish financial metric structures related to diversity and inclusion outcomes.
KPIs

Strengthen efforts to build
talent pipelines (incl.,
Veterans and individuals
with disabilities ) in
underrepresented job
groups.
Integrate diversity and
inclusion into workforce
training and educational
curriculum in partnership with
HR Organization and
Workforce Development.
•
Ensure two standard
diversity education
programs in place.
•
100% of workforce engaged
in diversity education.
•
Ensure three “good-faith”
efforts per fiscal year.
Systematic collection of
diversity performance
metrics, to include an
organization-wide
diversity climate
assessment to establish
a baseline .
Support employee resource
groups (ERGs) as a critical
element of D&I strategy.
•
Support development of
two ERGs (incl. charter
and operating plan).
•
50% survey response
rate achieved.
•
AAP executed
according to schedule
per fiscal year.
•
Yearly baselines and
targets established by
entity.
Develop a diversity
scorecard to cascade,
monitor and measure
diversity related ROI..
•
One dashboard
developed.
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Diversity Infrastructure
Academic Enterprise
(Pillars: Research, Education, People)
Goals
1.
Health System
Business/Finance
(Pillars: Quality/Health Sys., Community,
People)
(Pillars: Strategic Mgt., Financial, People)
Develop and sustain an internal and external pipeline of outstanding students, faculty, administrators and staff from underrepresented
cultural backgrounds.
4a: Effectively measure and evaluate organizational outcomes related to diversity and inclusion.
Strategic Initiatives
4b: Establish financial metric structures related to diversity and inclusion outcomes.
KPIs

Incorporate scorecard
measures in leader’s goal
setting and performance
evaluations to hold
accountable.
•
100% of executive and
senior leadership receives
appropriate D&I education
and learning to establish
one diversity goal.
Elevate supplier diversity as a
key component of the diversity
strategy.
•
10% increase in HUB
participation.
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Diversity Infrastructure
Health System
Business/Finance
(Pillars: Quality/Health Sys., Community,
People)
(Pillars: Strategic Mgt., Financial, People)
Academic Enterprise
(Pillars: Research, Education, People)
Strategic Initiatives
Goals
5a: Develop and reinforce diversity infrastructure.
Implement diversity and
inclusion awareness building
campaign as part of effort to
establish a highly functional
and self-directed diversity
council that cuts across all
areas of organizational life
Develop structure for the
office of diversity and
inclusion to define product
and service offerings.
•
D&I Structure established.
•
KPIs

5b: Optimize institutional recognition of diversity and inclusion to build a national brand identity.
•
Develop standard
communication strategy for
reintroducing the council and
refreshing membership base
in Partnership with the Office
of the President.
One kick-off event launched.
Review and align isolated
diversity related activities
throughout institution to
minimize duplication of
efforts and link to diversity
strategic plan.
•
100% of independent
diversity activities are
linked to strategic plan.
Create diversity brand
identity and awareness
through the development
of marketing and
communications collateral.
•
100% completion of
communication action
plan (including
evaluation of existing
marketing materials for
consistency with core
value of diversity).
Develop and
disseminate a diversity
annual report to
document
performance.
•
One annual report is
prepared and
distributed.
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Diversity at UTMB
Creating a Culture of Inclusion
Diversity Council
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Council Objectives
• To expand ownership of the issues beyond the traditional
supporters or interested parties.
• Promote credibility for diversity efforts and to enhance the
likelihood of institutional support.
• To send a signal to the institution that diversity and
inclusion is a part of the way that we "do business."
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Integrated Strategic Approach
Office of the President
EVP
EVP
EVP
DIVERSITY COUNCIL STANDING SUBCOMMITTEES
Academic
Health
Business/Finance
(Research, Education, People)
(Quality/Health Sys,
(Strategic Mgt., Financial, People)
Community, People)
Diversity Infrastructure
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Who Makes Up the Council?
Members are chosen from a pool
of applicants representing a
microcosm of the UTMB
community.
One-up approval to participate
and at least two years of UTMB
service in good standing.
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Call to Action….
Greatness is not a function
of circumstance,
Greatness, it turns out, is
largely a matter of
conscious choice, and
discipline.
Disciplined people, disciplined thought,
disciplined action
Jim Collins
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