Advancing A Culture of Inclusion: From Good to Great

Faculty Senate

Dec 10 2012Adeola Oduwole, MSc.Dir., Diversity & Inclusion

Diversity at UTMB

Creating a Culture of Inclusion

Diversity Council

2

Dimensions of Diversity

4

UTMB

Spiritual/ReligiousOrientation

Post-doctoral

Health/Illness Beliefs & Practices

Modesty

Food Practices

Role of Family

Insurance

CulturalIdentity

Language Proficiency

Communication

SymptomMgt.

Advance Directives

Diagnosis

HealthOutcomes

FieldClinicalTraining

Tenure

Function

ShiftWork Location

Credentials

Level

WorkExperience

Floor

Division/Department

Education

MaritalStatus

GeographicLocation

Language

Children

Values

MilitaryStatus

Appearance

Mental/PhysicalAbility

Age

SexualOrientation

Gender

Race

Ethnicity

Treatment

Nursing

Medicine

Health Professions

Biomedical Sciences

Learning Styles &Needs

Fellows

Residents

Clinical

Research

Adapted from Diverse Teams at Work, Garden & Rowe (Irwin, 1994)

Mission Area/Institutional Entity

Internal Dimensions of Diversity – Workforce

5

27.53%

28.70%

34.98%

8.80%

14-3536-4748-6061 & above

Generations0.51% 10.41%

15.80%

16.47%

0.04%

0.20%

56.56%

AMINDASIANAFRAMRHISPAOTHERPACIFWHITE

Race/Ethnicity

28.88%

71.12%MF

Sex

Source: Department of Human Resources

Internal Dimensions of Diversity – Students

6

0%

13%

9%

16%

6%

0%2%

43%

12%

American Indian/Alaskan Na-tive

Asian or Pacific Islander

Black (non-Hispanic)

Hispanic/Latino

Multiple Races

Native Hawaiian or Other Pacific Islander

Non Resident Alien or Foreign

White or Caucasian (non-Hispanic)

NA/Unknown

Race/Ethnicity5%

13%

81%

1946-1964 (Boomers)1965-1976 (Gen X)1977-1998 (Gen Y)

Generations

68%

31%

0%

Female Male

Unknown

Sex

Source: Office of Institutional Effectiveness

Internal Dimensions of Diversity – Patients

7

7%

20%

3%

29%

23%

10%

8%0-12-1819-2021-4445-6465-7475+

Age1% 1%

17%

51%

29%

1%

AI/ANAsianBlack/Af. AmericanCaucasian/WhiteHawaiian/PIHispanic/LatinoUnknown

Race/Ethnicity

64%

36%

FemaleMale

Sex

Source: UTMB Hospital Financial Management

Moving the Needle…

8

Valuing Diversity Strategic Diversity MgtCompliance

Open Doors Open Minds Open Systems

GREATGOOD

Diversity at UTMB

Creating a Culture of Inclusion

Diversity Council

9

Advancing A Culture of Inclusion

10

Current state of organizational issues relative to diversity and inclusion at UTMB.

Implement programmatic components of strategic plan in a well organized manner.

Develop all the necessary planning for a smooth implementation based on discovery in diagnosis phase.

Diagnosis Implementation

Planning PlannedIntegration

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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Health System (Pillars: Quality/Health Sys., Community,

People)

Business/Finance(Pillars: Strategic Mgt., Financial, People)

Diversity Infrastructure

Academic Enterprise(Pillars: Research, Education, People)

1. 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.

2b: Develop a research evidence base to inform disparity reduction initiatives.

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.

Develop a plan for professional development around cultural competence for faculty and administrators.

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.

Implement programs to increase the diversity of participants in research clinical trials.

Enhance academic climate to promote the development of multicultural competence.

Goa

lsS

trat

egic

Ini

tiativ

esK

PIs

þ • One woman or minority faculty member recruited/ promoted or awarded tenure per year.

• 100% of faculty and administrators engaged in diversity and inclusion related education.

• One student recruitment collaboration within the University in support of diversity and inclusion.

• 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.

14

Business/Finance(Pillars: Strategic Mgt., Financial, People)

Diversity Infrastructure

Academic Enterprise(Pillars: Research, Education, People)

1. 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.

3b: Drive multicultural partnership, outreach and engagement to serve the health and well-being of diverse populations.

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.

In accordance with Joint Commission standards, promote continuous learning and development to enhance customer service experiences with emerging patient populations and among staff.

Collaborate with community leaders and groups to identify and plan outreach and health disparity education activities with the goal of reducing readmissions.

Goa

lsS

trat

egic

Ini

tiativ

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PIs

þ • 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).

• 100% of healthcare workforce receives education and learning relative to D&I.

• Development of one annual health education/ disparity reduction activity.

Implement a CLAS Assessment Toolkit to ensure that UTMB is compliant with the 14 national healthcare standards.

Health System (Pillars: Quality/Health Sys., Community,

People)

15

Health System (Pillars: Quality/Health Sys., Community,

People)

Business/Finance(Pillars: Strategic Mgt., Financial, People)

Diversity Infrastructure

Academic Enterprise(Pillars: Research, Education, People)

1. 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.

4b: Establish financial metric structures related to diversity and inclusion outcomes.

Strengthen efforts to build talent pipelines (incl., Veterans and individuals with disabilities ) in underrepresented job groups.

Support employee resource groups (ERGs) as a critical element of D&I strategy.

Develop a diversity scorecard to cascade, monitor and measure diversity related ROI..

Systematic collection of diversity performance metrics, to include an organization-wide diversity climate assessment to establish a baseline .

Goa

lsS

trat

egic

Ini

tiativ

esK

PIs

þ • Ensure two standard diversity education programs in place.

• 100% of workforce engaged in diversity education.

• Ensure three “good-faith” efforts per fiscal year.

• 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.

• One dashboard developed.

Integrate diversity and inclusion into workforce training and educational curriculum in partnership with HR Organization and Workforce Development.

16

Health System (Pillars: Quality/Health Sys., Community,

People)

Business/Finance(Pillars: Strategic Mgt., Financial, People)

Diversity Infrastructure

Academic Enterprise(Pillars: Research, Education, People)

1. 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.

4b: Establish financial metric structures related to diversity and inclusion outcomes.

Elevate supplier diversity as a key component of the diversity strategy.

Goa

lsS

trat

egic

Ini

tiativ

esK

PIs

þ • 100% of executive and senior leadership receives appropriate D&I education and learning to establish one diversity goal.

• 10% increase in HUB participation.

Incorporate scorecard measures in leader’s goal setting and performance evaluations to hold accountable.

17

Health System (Pillars: Quality/Health Sys., Community,

People)

Business/Finance(Pillars: Strategic Mgt., Financial, People)

Diversity Infrastructure

Academic Enterprise(Pillars: Research, Education, People)

5a: Develop and reinforce diversity infrastructure.

5b: Optimize institutional recognition of diversity and inclusion to build a national brand identity.

Develop and disseminate a diversity annual report to document performance.

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

Review and align isolated diversity related activities throughout institution to minimize duplication of efforts and link to diversity strategic plan.

Create diversity brand identity and awareness through the development of marketing and communications collateral.

Goa

lsS

trat

egic

Ini

tiativ

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PIs

þ • D&I Structure established. • One annual report is prepared and distributed.

• 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.

• 100% completion of communication action plan (including evaluation of existing marketing materials for consistency with core value of diversity).

• 100% of independent diversity activities are linked to strategic plan.

Develop structure for the office of diversity and inclusion to define product and service offerings.

Diversity at UTMB

Creating a Culture of Inclusion

Diversity Council

18

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."

19

Integrated Strategic Approach

20

Office of the President

EVP EVPEVP

DIVERSITY COUNCIL STANDING SUBCOMMITTEES

Academic (Research, Education, People)

Health (Quality/Health Sys,

Community, People)

Business/Finance(Strategic Mgt., Financial, People)

Diversity Infrastructure

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….

22

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