Strategic Plan artworkStrategic Plan for Diversity and Inclusion (FY 2018-2022)

Strategic Plan artworkDiversity – Mission
We are deeply committed to fostering a diverse, culturally rich and inclusive environment where opportunities for collaboration and innovation are limitless. McGovern Medical School subscribes to a broad concept of diversity which includes widely divergent life experiences as well as traditional associations with race, ethnicity, socioeconomic status, gender identity, sexual orientation, cultural orientation, disability, military service, religious beliefs, national origin and other distinctive immutable and mutable characteristics. We are steadfast in our commitment to cultivating a physician workforce that is equipped to meet the evolving healthcare needs of all Texans and all those living in our greater community.

Diversity – Core Values
Promote an inclusive environment where all trainees, faculty, and staff are valued and respected.
Emphasize high quality, culturally responsive patient care, research, and training.
Enrichment of the educational environment with our diverse community.
Commitment to a diverse physician workforce that is able to meet the needs of our increasingly diverse patient population.

Diversity – Goal 1
The medical school will foster an environment that is welcoming and inclusive of all people, regardless of their background or identity.

Objective 1 – Develop and enhance initiatives that place value on our diverse community

STRATEGIES
• Build a culture of diversity and enrich diversity awareness through delivery of a lecture series that encompasses topics of inclusion, equity, disability, multiculturalism, social justice, and unconscious bias.
• Administer school-wide biennial climate surveys to monitor success and effectiveness of on-going initiatives.
• Promote participation in and provide support to faculty, student and staff affinity groups.
• Expand existing cultural awareness fairs.
• Produce a quarterly newsletter highlighting the diversity within the McGovern community.
• Host regular networking events for diverse faculty and trainees.
• Encourage departmental mentorship for URM faculty and trainees.
• Collaborate with Chairs on department/specialty-specific strategies to foster an inclusive environment.
• Create additional leadership opportunities that lend themselves to the promotion of diversity and inclusion.

OUTCOMES
• By 2020, appoint a Vice Chair for Diversity and Inclusion in each clinical department hosting a required clerkship.
• By 2021, create school-wide awards that recognize teaching, research and service promoting equity and equal opportunity.
• Results of biennial faculty climate surveys will demonstrate a quantifiable improvement in cultures of diversity, inclusion and equity at McGovern Medical School.
• Increasing participation in the diversity awareness lectures with expanded topics (assessed by tracking attendance by faculty, staff and student participants).
• Expansion of affinity groups that support our diverse community.

Objective 2 – Promote an environment that is free of bias in our everyday work

STRATEGIES
• Mandate unconscious bias training for all search committees.
• Deliver unconscious bias training to faculty involved in the selection of trainees.
• Integrate lectures into the curriculum that address bias in healthcare delivery.

OUTCOMES
• By 2020, develop and implement an online module for unconscious bias training.
• By 2020, complete a train-the-trainer series for each department such that there is an identified, trained diversity liaison to deliver unconscious bias workshops per department.
• Results of biennial faculty climate surveys will demonstrate an improvement in cultures of diversity, inclusion and equity at McGovern Medical School.
• By 2021, realize an upward trend in the number of URM faculty hires.

Diversity – Goal 2
Engage in practices that ensure accountability and that demonstrate intention in recruitment of top talent from diverse backgrounds for our student, resident, faculty, and staff communities.

Objective 1 – Assure that medical school admissions practices align with a holistic review process

STRATEGIES
• Deliver annual, required training to admissions committee members on the holistic review process in admissions.
• Highlight our commitment to diversity in print materials and informational sessions during the recruitment and interview process.
• Engage in recruitment activities that target diverse populations of students and build a database of potential/future applicants from these encounters.
• Provide unconscious bias training for admissions interviewers and committee members.
• Identify extramural funding sources that support diversity initiatives related to matriculation and success of underrepresented students.

OUTCOMES
• Increase enrollment of students underrepresented in medicine and from diverse backgrounds by 5% by 2021.
• Improved awareness of personal bias by faculty and staff who are involved in the admissions process.
• Wider engagement with students from diverse backgrounds through the establishment of two new community-based programs by 2022.
• Increased awareness in the community of our commitment to diversity.

Objective 2 – Continue to engage in pipeline programs to enhance the medical school applicant pool with qualified applicants from groups underrepresented in medicine

STRATEGIES
• Improve access for URM students by partnering with local minority-serving institutions (MSI) (high schools and universities) to cultivate an interest in the biomedical sciences and to build relationships with their top talent from backgrounds traditionally underrepresented in medicine.
• Expand on-campus opportunities to expose and educate potential applicants on the pathway to health science professions and accept/attend more speaking engagements at MSIs.
• Evaluate existing pipeline programs to assess efficacy and areas in need of expansion or improvement.
• Create and launch a minority male initiative to address the shortage of representation of this cohort in medicine.
• Recruit and engage trainees and faculty members from various affinity groups to regularly participate in initiatives of existing pipeline programs.
• Improve the organization capacity of the Office of Diversity and Inclusion by creating a new FTE dedicated to creating, managing and sustaining special programs.

OUTCOMES
• By 2022, realize an upward trend in enrollment of students underrepresented in medicine and from diverse backgrounds.
• Expansion of current existing pipeline programs.
• Increased number of fruitful partnerships with disadvantaged and underrepresented stakeholder communities.
• Increased engagement with students from diverse backgrounds.
• By 2022, increase enrollment of minority males by 10%.
• Increased participation from current faculty and students with pipeline programs.

Objective 3 – Develop Graduate Medical Education selection practices that align with a holistic review process

STRATEGIES
• By 2021, complete assessment of graduate medical education recruitment and selection practices.
• Highlight our commitment to diversity in print materials and informational sessions during the recruitment and interview process.
• Engage in recruitment activities through national affinity groups to recruit residents and fellows who are top talent from diverse backgrounds.
• Provide unconscious bias training for faculty members who participate in the selection process.
• Distribute to residency programs the current literature and national trends to highlight and elucidate best practices for recruitment of residents and fellows from diverse backgrounds.

OUTCOMES
• Increased selection and hiring of residents and fellows underrepresented in medicine and from diverse backgrounds.
• Expansion of a holistic review process in graduate medical education selection.
• Improved awareness of personal bias by faculty and staff who are involved in the selection process.
• Wider engagement with potential residents from diverse backgrounds.
• Increased awareness in the community on our commitment to diversity.

Objective 4 – Assure that policies and procedures are in place to recruit faculty and staff from diverse backgrounds

STRATEGIES
• Assess current recruitment processes.
• Educate key stakeholders on faculty recruitment processes through annual, required training sessions.
• Engage in recruitment activities and strategies that target faculty and staff from diverse backgrounds.
• Provide mandatory unconscious bias training for search committee members.
• Advertise positions in outlets that target persons from diverse backgrounds.
• Highlight our commitment to diversity in print and web based resources.

OUTCOMES
• Realize an upward trend in faculty and staff hires from diverse backgrounds.
• Conduct annual audits to ensure that appropriate policies and procedures are being utilized in the hiring process.
• Present a biennial report to each department regarding their hiring outcomes as it pertains to diversity.
• Improved awareness of personal bias by faculty and staff who are involved in the hiring process.
• Wider engagement with potential applicants from diverse backgrounds.
• Increased awareness in the community on our commitment to diversity.

Plan Oversight and
Monitoring
A strategic plan oversight committee has overall responsibility for monitoring the plan and for making adjustments as necessary to meet the plan’s goals and objectives. The committee is chaired by Dr. Charles Miller, Associate Vice President for Clinical Research and Healthcare Quality, and is advisory to the Dean of the medical school, Dr. Barbara Stoll, who has the authority and resources to approve recommended change as necessary. The oversight committee represents all major areas of the research mission, and also includes senior leaders from our institutional CTSA program, the Center for Clinical and Translational Sciences (CCTS).
The committee expects to meet semi-annually, or more frequently on an ad-hoc basis if a need arises or if the Dean requests an advisory opinion or directs the committee to study some concern or new development that may affect the strategic approach to research.

Diversity – Goal 3
Improve access and success for women and URMs in academic medicine by developing sustainable support initiatives for these faculty members and trainees; enhance existing initiatives that foster success.

Objective 1 – Collaborate with the Office of Faculty Affairs on career development opportunities for women and faculty from URM backgrounds

STRATEGIES
• Inventory existing career development resources and assess effectiveness.
• Provide sponsorships for faculty to attend national, regional, and local career development conferences and trainings.
• Collaboration with department chairs to provide additional networking and mentoring opportunities for junior and midcareer faculty.
• Enlist the Faculty Diversity Committee as an advisory committee for the Office of Diversity and Inclusion and Faculty Affairs.
• Utilize the Faculty Diversity Committee for communication with Faculty Senate and departments for opportunities specific to underrepresented faculty members.
• Assure faculty are aware of available resources for faculty development.

OUTCOMES
• Mentoring and networking needs will be assessed and expanded.
• Realize an upward trend in the number of women and URM faculty who are being promoted.
• Realize an upward trend in the retention of women and URM faculty.
• Increased engagement with the Faculty Diversity Committee and the Office of Diversity and Inclusion and the Office of Faculty Affairs.
• Faculty will be empowered to actively engage in their own professional development through attending leadership and development workshops.

Objective 2 – Collaborate with the Office of Admissions and Student Affairs and the Office of Educational Programs on strategies to ensure success for
students from socioeconomically and disadvantaged and URM backgrounds

STRATEGIES
• Inventory existing support structures and assess effectiveness.
• Work with senior learning specialist on identifying any additional resources for student success.
• Provide more networking opportunities for all students.
• Utilize the student diversity committee as an advisory committee to the Office of Diversity and Inclusion.
• Create a repository/database of annual diversity and inclusion opportunities.

OUTCOMES
• Enhanced support for all students.
• Decreased attrition rates from socioeconomically disadvantaged or URM students.
• Increased utilization of academic support programs and interactions with the senior learning specialist to yield improved success rates on high stakes and national board examinations.
• Empowerment of the student diversity committee.

Objective 3 – Collaborate with the Office of Graduate Medical Education on strategies to ensure success for residents from URM backgrounds

STRATEGIES
• Inventory existing support structures and assess effectiveness.
• Work with Graduate Medical Education committee on identifying any additional support resources for residents.
• Provide more networking opportunities for URM residents.
• Work with residency program directors on establishing mentorship for resident trainees.

OUTCOMES
• Enhanced support for all residents.
• Decreased attrition rates from URM residents.
• Increased retention of URM residents to our medical school faculty.
• Program directors are accountable for the diversity of their individual programs.

Plan Oversight and Monitoring
A strategic plan oversight committee has overall responsibility for monitoring the plan and for making adjustments as necessary to meet the plan’s goals and objectives. This committee will include members of the student and faculty diversity committees as well as other representatives from offices that collaborate with the Office of Diversity and Inclusion. This committee will meet semi-annually and as needed.

Strategic Plan artwork