Transcript No Slide Title

The following resource was submitted with the purpose of distributing to
AONE members as part of the AONE Diversity in Health Care
Organizations Toolkit
Submitted by:
Rush University Medical Center
Contact Person: Lisa Prytula, MA, RN
Unit Director
Chicago, IL
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Diversity Leadership Group
Institutional Recommendations for
Fiscal Year 2009
Report to Management Committee
March 13, 2008
Rush Diversity Initiative Overview
Goal
Provide a commitment to diversity that reflects our Mission, Vision and Values through:
– Review of organizational successes and areas for improvement (Ad Hoc Committee
on Diversity Leadership)
– Utilization of a Diversity Leadership Group model to incorporate strategic leadership
oversight at the senior level
– Leveraging positive experience from all areas of the organization, including Human
Resources, the Office for Equal Opportunity, and other university and corporate
services for support and involvement
– Linking goals/success to specific measures and outcomes
Heading in the right direction…
Leaders at Rush are committed to promoting equity
and inclusiveness for all individuals in our organization.
Successful implementation will largely depend on a
similar strategic approach and commitment that was
required with the integration of ICARE values
throughout the organization.
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The Diversity Leadership Group
•
Established in 2007 to build upon the RUMC diversity strategic work initiated
by a report produced by the Ad Hoc Advisory Group on Diversity Leadership
•
Charged with providing direction and guidance for diversity commitment as
RUMC begins an action-oriented process of diversity transformation
•
The group has met five times with the following objectives:
– Assessing the diversity climate at RUMC
– Developing group cohesion to facilitate DLG members emerging role as diversity
leaders at RUMC
– Engaging in professional development for DLG members in the following areas:
diversity management, cultural proficiency in health care, diversity leadership,
culture in the workplace – enhancing the effectiveness of health care teams
– Initiating strategic work: exploring diversity best practices and identifying RUMC
strategic priority areas, identifying specific action projects, developing specific action
recommendations
“Rush University Medical Center (Rush) is at an important juncture on its way to
achieving the organization’s stated mission of providing “the very best care for our
patients…and enhancing excellence in patient care for the diverse (emphasis
added) communities of the Chicago area now and in the future”
Excerpt from the report, Becoming a Better Organization: Promoting Diversity as Part of the Culture at Rush University
Medical Center, October 2006
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The Diversity Leadership Group (cont.)
•
From the seven recommendations presented in the Ad Hoc Advisory Group’s
report, the DLG has chosen an initial focus in three areas:
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Leadership & Accountability*
Education, Research and Information
Hiring, Retention & Promotion*
Training & Improved Communication*
Community Relations
Services to Constituent Groups
Clarifying Boundaries
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DLG Sub Groups
DLG sub-groups were formed to better address organizational areas of opportunity recommended by the Ad Hoc
Advisory Group on Diversity Leadership
Leadership and
Accountability
Hiring, Retention and
Promotion
Training and Improved
Communication
Group Members
Group Members
Group Members
Cynthia Boyd (co-chair)
Bob Clapp
Lois Halstead
Carmela Gonzalez
Beverly Huckman
Mike Mulroe (co-chair)
Clayton Thomason
Eugene Thonar
Leo Correa
Sheila Dugan
Sharon Gates (co-chair)
Jane Grady (co-chair)
Brad Hinrichs
Norma Melgoza
Peter Pwee
Julie Benesh
Paula Brown (co-chair)
Denise Gritsch
Diane Howard
Wrenetha Julion
Marilyn O'Rourke
Angela Moody-Parker
Lisa Prytula (co-chair)
Original Committee Charge:
“For Rush to become a truly diverse
and inclusive community, its leaders - - including senior leadership - - must set the pace. Senior leaders
should establish clear goals and
adopt new performance
measurement strategies to hold
themselves and other managers
accountable for advancing Rush’s
diversity goals.”
Original Committee Charge:
“Among the most pressing issues is the
need to promote the hiring and
development of administrators and
managers, who are women and who are
from underrepresented ethnic groups, in
both the academic and non-academic
sectors of the institution”
*Original committee charges taken from Ad Hoc Advisory Group on Diversity Leadership recommendations
Original Committee Charge:
“Given that it is difficult to deal with
harassment, workplace mistreatment
or discrimination, the institution must
implement additional strategies to
prevent unacceptable or
unprofessional behavior; teaching
managers to work constructively with
employees so as to prevent conflict
and educating individuals in how to
deal effectively with these matters on
their own. Toward such ends, Rush
must put more emphasis on diversity
related education and training, and in
particular, into teaching the institution
to translate learned skills into the
workplace.”
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Institutional Recommendations for
Fiscal Year 2009
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Leadership & Accountability Sub Group
Area
Goal
Recommendation
Senior
Leadership
Professional
Development
Provide on-going professional
development sessions for senior
executives and board members to
create awareness of diversity
issues and competencies in
managing toward a more diverse
institution at all levels of the
organization
• Efforts should focus on:
– Diversity education and competency
– How to implement organizational change within
one’s span of control
– Accountability for diversity at the board level
and in each senior executive’s areas of
oversight
– How to cascade accountability for diversity to all
levels of the organization
Larry Goodman, M.D.,
Peter Butler, Bob
Clapp*, Tom Deutsch,
Lac Tran, Diane
McKeever & Beverly
Huckman
Performance
Reviews
Incorporate goals and measures
into the annual management
performance review process to
enable a positive culture for
diversity
• Annual performance reviews should incorporate
diversity expectations including:
– Diversity awareness and training
– Involvement in diversity initiatives and
engagement of direct reports
– Other needs specific to the leader’s portfolio
Peter Butler*, Bob
Clapp, Sheri Marker &
Beverly Huckman
• Develop corporately responsible programs/policies
to focus on increasing diversity in:
– Supply vendors UNDERWAY
– Consulting/professional services (PR, Legal,
Finance, IT, Systems, etc).
• Corresponding metrics should be developed to
track success
Bob Clapp*
(Purchasing)
Business
Diversity
Implement a business diversity
program to facilitate an increase in
the number of, and proportional
expenditure on a diverse base of
companies, with particular
emphasis on certified minority and
women owned businesses and
those who have a significant
number of underrepresented
employees providing goods and
services to RUMC
Executive Oversight: Larry Goodman & Management Committee
Executive Sponsor
Catherine Jacobson*
(Corporate Services)
Tom Deutsch & Deans*
(Schools)
Avery Miller*
(Transformation)
* represents primary responsibility
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Hiring, Retention & Promotion Sub Group
Area
Recruitment
Retention
Academic
Diversity
Goal
Incorporate
standards for
diversity into
recruitment
practices across
all areas of
RUMC
Demonstrate
institutional
commitment to
diversity
Facilitate an
emphasis on
diversity in
educational areas
Recommendation
Executive Sponsor
General recruitment (for Staff & Faculty)
• Develop and enforce policies to ensure that recruitment efforts have a
focus on diverse candidates
• Recruitment and interview teams should reflect the diversity of Rush
• Distribution of organizational diversity data to identify recruitment needs
Sheri Marker*
(Non-academic areas)
Deans* (Schools)
Beverly Huckman
Search Committees (for Staff & Faculty)
• Develop and enforce institutional policies to ensure that:
• Committees are comprised of a diverse group of members
• Pool of candidates reflects diversity
Sheri Marker*
(Non-academic areas)
Deans* (Schools)
Beverly Huckman
Search Firms
• Develop and enforce an administrative policy to ensure that:
• Business diversity is incorporated into search firm selection
• Search firm’s process will have a diverse pool of qualified candidates
Peter Butler, Bob
Clapp* & Sheri Marker
• Incorporate questions into the employee survey and exit interview
process that assess the current diversity climate at Rush
• Develop an evidence-based diversity mentorship program that matches
underrepresented employees interested in career development with
those who have followed similar paths
• Incorporate an focus on diversity in succession planning
Sheri Marker*
(Non-academic areas)
Lois Halstead &
Deans*
(Academic areas)
• Establish an institutional award through the Diversity Leadership Group
to honor an employee/student/faculty member who demonstrates an
outstanding commitment to diversity efforts in the organization
Diversity Leadership
Group*
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Lois Halstead*; Paul
Jones
Create policies and practices to ensure diversity in student recruitment
Determine financial resources needed for underrepresented students
Develop a student mentorship program
Establish student/ faculty awards that acknowledge diversity
Executive Oversight: Larry Goodman & Management Committee
* represents primary responsibility
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Training & Improved Communication Sub Group
Area
Diversity
Training
Increased
Communication
Goal
Provide training
sessions for staff
to increase
awareness of
diversity topics
Develop a
communication
strategy to
increase
awareness of
ongoing diversity
efforts
Recommendation
Executive Sponsor
• Develop mandatory training module for staff through LEAP online
incorporating diversity awareness to reduce conflict and increase
communication DONE
• Incorporate diversity information into current management training
module (R2M2) DONE and provide tools for having culture
discussions with employees
• Include diversity discussions in class “Succeeding at Rush” offered
through HR for staff reaching 90 days of employment
• Add diversity information into current Rush Values sessions and
ICARE calendar UNDERWAY
Sheri Marker &
Jane Grady*
• Communicate progress on Diversity Leadership Group initiatives
– Leadership Forum, Town Hall Meetings, PNS Forum, Staff
Meetings UNDERWAY
John Pontarelli*
• Provide on-going updates on diversity initiatives on RUMC website
through Equal Opportunity webpage and Rush Transformation Portal
John Pontarelli*
• Regularly organize “Diversity Week” to increase awareness of DLG
initiatives. Administer questionnaires assessing diversity awareness
to employees, students, & volunteers UNDERWAY
• Continue to host “Diversity Meet & Greet” sessions to encourage
employee interaction UNDERWAY
Diversity Leadership
Group*
• Develop marketing materials to increase awareness of diversity
efforts UNDERWAY
– Rush DLG Logo; Rush Diversity Web Site; Posters
• Include articles in News Rounds and other internal publications that
honor employee/student commitment to diversity
Lori Allen* & Anne
Burgeson
• Participate in external assessments / best practice comparisons in
diversity (LGBT survey UNDERWAY)
David Ansell*
Executive Oversight: Larry Goodman & Management Committee
* represents primary responsibility
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Suggestions for Providing Ongoing Support
Management Committee
• Regular updates during Management Committee meetings. Update to
be presented for one or two goals (business diversity, recruitment,
diversity training, etc) by the executive sponsor responsible for that goal.
Diversity Leadership Group
• Sub-group co-chairs to periodically attend monthly Management
Committee to provide DLG update for their area and communicate
progress back to their group members.
• Larger DLG group to meet quarterly to hear progress reports from
executive sponsors and offer feedback based on original
recommendations.
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A Note about Terminology
Excerpt from ‘Report of Ad Hoc Advisory Group on Diversity Leadership’:
“Diversity refers to the mix of attributes that people use to distinguish each other.
Theoretically, diversity is neither good nor bad; it refers simply to whatever particular mix
of characteristics exist in a collected group. In specific contexts, however, this mix of
characteristics, or absence thereof, may impede the mission or functioning of the group.
In the modern university or medical center, diversity usually refers to issues of race and
ethnicity, age, color, gender, national origin, religion, disability, sexual orientation and
socioeconomic status, all being partial markers of social marginalization. Issues typically
associated with “diversity” fall in one of three major areas: first, insufficient diversity - - that is, the group in question does not represent the desired “mix” of characteristics;
second, inappropriate treatment by the institution itself, such as unequal pay or
opportunities for promotion as a result of the group’s particular mix of characteristics; and
third, discriminatory or disrespectful treatment by members of any group who are not
accepting of the different characteristics of others. The terms “equity” and “inclusiveness”
can both be used in a general sense to refer to these same types of problems. When
used more specifically, however, “equity” usually means an institution’s fair and equal
treatment of diverse individuals, while “inclusiveness” usually refers to the welcoming of
diverse people into the university and medical center
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