STRATEGIC PLANFOR DIVERSITY,EQUITY & INCLUSION

2 0 1 9 - 2 0 2 3

PREPARED BY :

Jada Bussey-Jones, MD, Vice ChairKimberly D. Manning, MD, Associate Vice Chair John-Otis Blanding, Program Coordinator Diversity, Equity, & Inclusion Council

PENDING APPROVAL BY :

David S. Stephens, MD, Chair  

Emory University Department of Medicine

S T R A T E G I C P L A N F O R D E I

Executive Summary..........................................................................................01 Diversity, Equity & Inclusion Leadership and Council.....................................02 Mission and Vision...........................................................................................03 Overview and Introduction...............................................................................05 Our Responsibility............................................................................................07 Diversity, Equity and Inclusion Strategic Framework.......................................08 Methodology and Data Findings.......................................................................09 Gap Analysis.....................................................................................................19 Sustainable Transformation.............................................................................20 Implementation: Five-Point Plan.......................................................................21 Timeline............................................................................................................26 Conclusion........................................................................................................28 References........................................................................................................29

TABLE OF CONTENTS

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EXECUTIVE SUMMARY

The following report presents information on the current state of diversity, equity, and inclusionwithin the Emory University Department of Medicine (DOM). The Diversity, Equity, and Inclusion(DEI) Leadership along with the DEI Council initiated this process with the distribution of facultyengagement surveys and the arrangement of focus groups across all Emory sites. After reviewingthe resulting data and analyzing demographic trends within the department, at our peerinstitutions, and in the larger social context, the committee designed a set of overarching goals,objectives, and action items that provide a framework for the Department of Medicine to achievesustainable change centered on these foundational principles. The Strategic Plan for Diversity, Equity, and Inclusion offers initiatives focused on five core areas:commitment and consensus, infrastructure, recruitment, retention, and longitudinal progress. Wehope that each of the stakeholders surveyed during this process hear their voices in this report,both singularly and as a part of a larger organizational chorus. By recognizing diversity and itsaccompanying parts as intellectual and social values at the heart of our departmental identity andmission, we believe we will create spaces across the organization that are welcoming andadvantageous for all community members. This document lays the foundation for future planningand implementation for the Department of Medicine in respect to diversity, equity, and inclusion.

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DIVERSITY , EQUITY &

INCLUSION LEADERSHIP& COUNCIL

David S. Stephens, MD Chair

Department of Medicine

Jada Bussey-Jones, MD Vice Chair

Diversity, Equity, Inclusion

Kimberly D. Manning, MD Associate Vice Chair

Diversity, Equity, Inclusion

John-Otis BlandingProgram Coordinator

Diversity Initiatives & Human Resources

Diversity, Equity, & Inclusion Council Jessica Alvarez, PhD RD Joanna Bonsall, MD, PhD

Jennifer Christie, MD Jason Cobb, MD

Monica Farley, MD Rita Frazier

Jenny Han, MD J. Sonya Haw, MD Tracey Henry, MD

Dan Hunt, MD Imran Iftikhar, MD

Aaron LeeGina Lundberg, MDAlanna Morris, MD Francois Rollin, MD Michelle Sims, MD

Zirka Smith, MPH, DrPH Zanthia Wiley, MD

Sarah Wondmeneh, MD

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MISSION AND VISION

The Department of Medicine iscommitted to ensuring a climate ofinclusion and organizational equity byleveraging the diversity within ourcommunity. The department’scommitment to diversity is guided by itsvalues of integrity, respect, trust,compassion, innovation,collaboration, inclusion, quality,accountability, and excellence. The Department of Medicine iscommitted to recruiting, retaining, andsupporting outstanding faculty, traineesand staff from diverse ethnic, gender,sexual orientation, and racialbackgrounds. By increasing the diversityof our workforce, the department looksto decrease disparities in health care.

MissionTo be a destination and modeldepartment for inclusive care,training, development, andcelebration of a diverse patientpopulation and workforce.

Vision

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OVERVIEW

Diversity, equity, and inclusion are foundational principles, central to thefulfillment of the Department of Medicine’s mission and vision. In the 2017-2021 Strategic Plan, the Department submitted goals focused on clinical care,quality, education, research, people, and the administrative ecosystem. Ourdepartmental efforts to improve the health of one-million people in metroAtlanta; enhance performance improvement capacity; improve the culture ofteaching across the Department of Medicine; and build relationships and asense of community across all divisions and sites are driven and consolidatedby principles of diversity, equity, and inclusion. Now, more than ever before, itis imperative that we leverage these principles to actualize the goals set forthby our senior leadership and ultimately to further the spirit of excellence withinthe Department of Medicine and Emory healthcare system.

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Defining Diversity , Equity , & Inclusion

INTRODUCTION

As we progress through the design and implementation of the Strategic Plan for Diversity,Equity, and Inclusion, it is imperative that we develop a comprehensive understanding of each

of the foundational principles. Our department's working definitions are as follows:

Diversity

A collection of individual attributes thattogether help stakeholders pursueorganizational objectives effectively

Inclusion

The sense of belonging experienced byall community members.

Equity

The guarantee of fair treatment, access,opportunity, and advancement for alltrainees, faculty, and staff, and activeidentification and elimination of barriersthat have prevented the full participationof some groups.

Underrepresented

Minorities

The National Institutes of Health (NIH)defines under-represented minorities inmedicine as African Americans, HispanicAmericans, Native Americans/Alaska Nativeswho maintain tribal affiliation or communityattachment, Hawaiian Natives and natives ofthe U.S. Pacific Islands.

Intentional and ongoing engagement with diversity, equity, and inclusion connects people in ways thatincrease their awareness, knowledge, and understanding of the complex ways diverse groups

interact.

INTRODUCTIONThe Case for Diversity , Equity , and Inclusion

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The case for diversity, equity, and inclusion extendsbeyond social and moral reasoning and organizationaloptics. The integration of these foundational principles intothe department's operations produces individual,institutional, and societal benefits. Foremost, diversity, hasbeen associated with an improved learning environment forall learners. Awareness and appreciation for variedperspectives is developed after exposure to diverselearning communities. Additionally, increased diversity mayopen untapped funding opportunities for underrepresentedresearchers, broaden the research agendas, and increaserecruitment of diverse research populations. From the institutional or business perspective, diversityhas been tied to improved innovation, increased financialreturns, and a recruitment advantage. At present, globalcompetition in both healthcare and education is driven byprinciples of diversity. In healthcare specifically, minorityphysicians are more likely to care for diverse patients andwork in underserved communities. Evidence also suggeststhat patients prefer race and language concordantrelationships. An organization's adherence to these trendscan be expected to expand market share by attractinghigh-caliber recruits, enriching decision-making, andincreasing organizational flexibility, all of which contributeto economic and social sustainability.

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Programs, practices, and pedagogies

Resources and services offered

Workforce and patient demographics

Professional development opportunities

Educational and extracurricularexperiences

And hiring and promotional trends inrespect to the diverse communities theorganization serves.

The strategic planning process provides theDepartment of Medicine an opportunity tolook broadly at:

OUR RESPONSIBILITY

Shift our departmental culture fromreactive to proactive

Encourage continual learning by creatingcourageous and psychologically-safespaces outside the classroom for allcommunity members

Share the commitment to diversity,equity, and inclusion across all divisionsand departments

Imbed diversity, equity, and inclusioninto every departmental function

During this process, we must:

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DIVERSITY, EQUITY &INCLUSION STRATEGICFRAMEWORK

Prospective Recruits

Faculty &Staff

Patients

TraineesLeaders

Peers DEI Stakeholders

Increased patientsatisfaction Improved outcomes

Increased marketshare/ bottom line Recognized Leader

Better recruits Engaged, productiveworkforce Fewer HR issues

Shared VisionLess burnout

Shared VisionLess burnoutIncreased EmployeeEngagement

Join group withshared values

I. Recruit, retain, and promote diverse faculty, staff, and trainees

II. Develop data standards for measuring longitudinal progress in DEI efforts

III. Create an infrastructure to provide strategic oversight and highlight the

importance of our DEI goals

METHODOLOGY &

DATA FINDINGS

This comprehensive process began with the review of best practices inliterature and presented at national conferences focused on diversity,equity, and inclusion. The team reviewed all available data including the2016 Emory University Diversity Engagement Survey (DES) and the 2019Faculty Engagement Survey. The DEI Leadership and DEI Council alsoinitiated collaborative discussions with peer institutions to gain an in-depthunderstanding of the diversity and social justice landscape. During theprocess, the committee was able to engage a variety of institutionalstakeholders including Chair Stephens, the Departments of EmergencyMedicine, Psychiatry, and Radiology, the School of Medicine, and theEmory media relations team, and others. This included the arrangement offocus groups across all sites to gain first-hand insight from multipleperspectives. The committee relied on data provided by the Department of InstitutionalResearch and Decision Support to shape its response to matters ofdiversity, equity, and inclusion. The following data covers the demographiccomposition of underrepresented minorities and women faculty, staff, andtrainees in the Department of Medicine.

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DATA FINDINGS

Men56%

Women 44%

Figure 1.1: Department of Medicine Faculty Gender Composition

Men60%

Women40%

Figure 1.2: American Association of Medical Colleges Benchmark

Figure 1.1: Gender composition for theDepartment of Medicine's faculty Figure 1.2: AAMC national benchmarkfor gender composition in departments ofmedicine The Department of Medicine resemblesthe national benchmark in terms ofgender composition; however, this datadoes not consider gender distribution inrelation to faculty rank.

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DATA FINDINGS

0% 25% 50% 75%

Professor

Associate Professor

Assistant Professor

Instructor

Other

Figure 1.3: Department of Medicine Faculty Gender Distribution

0% 10% 20% 30% 40% 50%

Professor

Associate Professor

Assistant Professor

Instructor

Other

Women

Figure 1.4: American Association of Medical Colleges Benchmark

Figure 1.3: Department of Medicine's gendercomposition by faculty rank. Figure 1.4: AAMC national gender distributionfor faculty rank. Gender distribution for the Department ofMedicine is reflective of national trends.However, gender distribution becomes lessequitable at higher faculty rankings.

Men

Men Women

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DATA FINDINGS

0% 20% 40% 60%

Asian

Black

White

Hispanic/Latinx

American Indian

Pacific Islander

Multi-Race

Figure 1.5: Department of Medicine Faculty Racial Composition

0% 20% 40% 60%

Asian

Black

White

Hispanic/Latinx

American Indian

Pacific Islander

Multi-Race

Figure 1.6: American Association of Medical Colleges Benchmark

WomenMen

WomenMen

Figure 1.5: Department ofMedicine's faculty composition byrace and gender. Figure 1.6: AAMC nationalbenchmark for race and gendercomposition. The Department of Medicineresembles national trends in genderand racial composition.

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DATA FINDINGS

0 25 50 75 100

Asian

Black

White

Hispanic/Latinx

American Indian

Pacific Islander

Multi-Race

Figure 1.7: Department of Medicine Resident Racial Composition

51%MEN

DOM Resident Gender Composition

49%WOMEN

DATA FINDINGS

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Figure 1.8: Race and genderdistribution amongst seniorleadership for the Department ofMedicine. For the DivisionDirector/Section Chiefs, Men are78% and Women are 22%.

Figure 1.8: Department of Medicine Division/Section Chiefs

Man

Woman

URM Man URM Woman

DATA FINDINGS

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Figure 1.9: Department of Medicine Vice Chairs

Figure 1.9: Race and gender distribution amongst senior leadership for the Department of Medicine. For Vice Chairs, Menand Women are both 46%. Of that group, 23% are URMs.

Man

Woman

URM Man URM Woman

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DATA FINDINGS

Figure 2.0: Department of Medicine Division Distribution (Faculty)

Underrepresented Minorities

Women

Figure 2.0: Women faculty make up 46.4% of the DOM faculty population, with the Division of GeneralMedicine/Geriatrics having the highest percentage of women (67.95%) and the Division of HospitalMedicine having the highest number of women (89). Underrepresented minorities (URMs) make up 15.0%of the DOM faculty population as of the end of Fiscal Year 2019. The Division of GeneralMedicine/Geriatrics has the highest percentage of URMs (26.92%) and the Division of Hospital Medicinehas the highest number of URMs (37).

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DATA FINDINGS

Figure 2.1: Department of Medicine Division Distribution (Staff) Underrepresented Minorities

Women

Figure 2.1: Women and underrepresented minorities are more prevalent in the staff population. The highest numberof URMs and women are located in Infectious Diseases (73, 119), making up 50.3% and 82.1% of their divisionsrespectively. The percentage of women staff in each of the divisions meets or exceeds 50%. URMs make up 42.8%of the entire staff population while women make up 81.1%.

Infec

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ases

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GAP ANALYSIS

OPPORTUNITIES THREATS

STRENGTHSCommitment from Department Chair anddesignation of formal leadershipResources within the organization exist to provideinsight, education, and transformative change fordiversity, equity, and inclusionFaculty/Staff composition relative to nationalaveragesGrady Hospital and diverse community

1.

2.

3.

4.

WEAKNESSESLimited awareness of institutional effortscentered on diversity, equity, and inclusionLack of a formal bias training mechanism foreach department, division, and functionLimited cross-functional collaboration on mattersof diversity, equity, and inclusionDiversity is currently viewed as a singular checkedbox rather than an ongoing process and foundationalaspect of departmental identityLess diversity among administrative and clinicalleaders LGBTQ+ specific data collection

1.

2.

3.

4.

5.

6.

Apparent need for affinity and resource groups andadditional engagement activities for faculty, staff,trainees, etc. Partnerships with minority-serving institutions andpipeline programs for students from historicallyunderrepresented groups Establishment of diversity dashboard anddesignation of metrics to track improvement andsuccessEnhancement of communications and publicationshighlighting diversity, equity, and inclusionTrainings on diversity, equity, and inclusion withinevery department and division.Improved patient, staff, and physician engagement

1.

2.

3.

4.

5.

6.

Lack of commitment to and accountability for theStrategic Plan for Diversity, Equity and Inclusion at alllevels of the organizational hierarchy. Deeply-rooted institutional systems that directlyimpact matters of diversity, equity, and inclusion Competition from peer institutions advancing diversityworkApathy and stagnation as a result of quota-attainmentand data-driven focusDecreased wellness Continued perceptions of inequity and exclusivityIncreased turnover

1.

2.

3.

4.

5.6.7.

In conducting a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis, the Diversity, Equity, &Inclusion Leadership and Strategic Planning Committee hopes to improve our departmental efficiency and solidify

our commitment to diversity, equity, and inclusion with more precise data collection and calculated program design.Initial results from a pilot SWOT analysis, seen below, have informed this DEI Strategic Plan.

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SUSTAINABLETRANSFORMATION The strategic planning process offers guidance on functions central toorganizational management, including mission alignment and resourceallocation. This process will increase the capability of the department tosuccessfully navigate diverse communities and craft an equitable andinclusive organizational climate. As a component of the Department of Medicine’s ongoingcommitment to excellence, the DEI Leadership and DEI Counciloffers a systemized process for achieving sustainable change onmatters of diversity, equity, and inclusion. These strategies seek tosupport the Emory University network in:

Building consensus around the mission and vision of theStrategic Plan for Diversity, Equity and Inclusion across theDepartment of Medicine

Creating an infrastructure that provides strategic oversightand highlights the importance of our diversity and inclusiongoals

Recruiting diverse faculty, staff, and trainees

Retaining and promoting diverse faculty, staff, and residents Developing data standards for measuring longitudinalprogress in diversity, equity, and inclusion efforts

1.

2.

3.

4.

5.

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IMPLEMENTATION:FIVE-POINT PLAN  

Goal 1 : Build consensus around themission and vision of the StrategicPlan for Diversity and   Inclusionacross the Department of Medicine

Disseminate Strategic Plan for Diversity and Inclusion to alldivisions

Implementation Strategies: 1.

The number and percentage of department leaders, faculty,staff, and trainees who are briefed on the Department ofMedicine Strategic Plan for Diversity, Equity and Inclusion

Success Indicators: 1.

Monthly meeting of the DEI CouncilEarly Initiatives: 1.

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Goal 2 : Create an infrastructure thatprovides strategic oversight and highlightsthe importance  of our diversity andinclusion goals

IMPLEMENTATION :

FIVE-POINT PLAN

Appoint Diversity, Equity and InclusionLeadership Team Establish a Diversity, Equity and InclusionCouncil Hire Program Coordinator for DiversityInitiatives and Human Resources Secure funding for diversity and inclusioninitiatives Create a “Diversity in Department of Medicine”webpageDevelop a comprehensive communication plan Develop an Equity Response Team PilotProgramEstablish diversity resource groups and affinitygroups Create a best practice repository and tools fordivisions Work with SOM to develop and disseminatebest practices at all hospitals to support ourfaculty, learners, and staff who experience biasCollect, curate, and create a narrative of ourDepartment of Medicine diversity journey

Implementation Strategies: 1.

2.

3.

4.

5.

6.7.

8.

9.

10.

11.

Budget with allocation of resources to supportthe DEI strategic goals Completion of DEI branding exerciseCompletion of DEI webpage andcommunication plan Web and social media traffic for Departmentof Medicine diversity, equity, and inclusiontopics Establish and increased membershipengagement for resource and affinity groups

Success Indicators: 1.

2.3.

4.

5.

DEI Leadership and Council establishedChurchwell Diversity and Inclusion CollectiveAtlanta Medical Association URM NetworkingEvents

Early Initiatives: 1.2.3.

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Goal 3 :Recruit diverse faculty , staff ,

and trainees

IMPLEMENTATION :

FIVE-POINT PLAN

Develop search and recruitment guidelines tocreate consistencyActively recruit and select candidates fromhistorically underrepresented populations forroles including: Chief Resident, WoodruffLeadership Academy, leadership positions,Association of American Medical Collegewomen and minority faculty developmentprograms, etc.

Implementation Strategies: 1.

2.

Number of new pipeline programsimplemented for diverse recruitmentNumber of URM candidates interviewed/hiredrelative to national benchmarks. Number of participants in affinity groups,pipeline programs, and other DEI eventsDOM participation in recruitment activities(SNMA, HBCU, LMSA, etc.)

Success Indicators: 1.

2.

3.

4.

DEI Visiting Clerkship Program Early Initiatives: 1.

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Goal 4 : Retain and promote diverse faculty ,

staff , and residents

IMPLEMENTATION :

FIVE-POINT PLAN

Develop special professional developmentprograms (e.g. URM and women) that willfunction as a multi-tiered mentoringorganization Develop programming (i.e. networking events,lectures, training sessions, and communityservice) for affinity groups and development Develop staff mentoring program Integrate diversity, equity, and inclusionpresentation at annual orientation events. Develop underrepresented minority facultysmall grants program Seek external funding for diversity, equity, andinclusion work (options include HRSA fundedDiversity and Health Equity Center ofExcellence Grant and NIH minority grants, vs- T32 mechanism). Institute an award recognizing Excellence inDiversity

Implementation Strategies: 1.

2.

3.4.

5.

6.

7.

Increased retention rates for faculty, staff, andtrainees from historically underrepresentedbackgrounds. Membership and participation in professionaldevelopment programming and mentoringnetworkPromotion rates for women andunderrepresented minority faculty Number of women and underrepresentedminority faculty in leadership roles External funding by Year 3

Success Indicators: 1.

2.

3.

4.

5.

DRIVE (Diverse Recruitment/Retention isValued) Faculty Development pilotDOM Diversity Award

Early Initiatives: 1.

2.

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IMPLEMENTATION :

FIVE-POINT PLAN

Goal 5 : Develop data standards formeasuring longitudinal progress in diversity ,

equity , and inclusion efforts

Validate gender salary equity by RVU, FTE, rankReview diversity and engagement survey data (obtainedfrom University) every three years and develop standardsto benchmark against the SOM and nationally. Develop a diversity dashboard to track importantinformation and site specific data Review trainee questionnaires for relevant diversity andinclusion questions (e.g. Residency, fellows, AAMCMedical Student Questionnaire - MSQ)Establish baseline number of DOM NIH Minoritysupplement recipients

Implementation Strategies: 1.2.

3.

4.

5.

Number of women and URM faculty,staff, and trainees in alignment with peerbenchmark institutions.Increase gender and underrepresentedminority diversity in administrativeleadership roles by 5% over the next fouryears. Increase trainee diversity by 5% in theHurst IM program and 5% in fellowshipprogramsIncrease ratings by 5% or from themiddle top third among DES benchmarksIncrease NIH minority supplementrecipients in the Department of Medicine Increase the number of women andunderrepresented minorities participatingin formal mentoring programs to supportretention and success of diverse facultyand build the pipeline of future leaders Achieve national recognition for diversity,equity, and inclusion by 2023

Success Indicators: 1.

2.

3.

4.

5.

6.

7.

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TIMELINE2019 - 2023

Phase I: Conduct

Environmental Scan

Phase II:Identify Goalsand Priorities

Phase III:Develop andDisseminate

Plan

Phase IV:Implement

Plan

Research institutional sources for vision andguiding principles Conduct internal stakeholder focusgroups Gather institutionaldata for historicallyunderrepresented populations

Create mission andcore values Analyze focus groupand surveycontributions anddevelop broad themes Organize DiversityLeadership andStrategic PlanningCommittee / Diversity,Equity, and InclusionCouncil

Goals 1 - 2 Share the StrategicPlan for Diversity,Equity and Inclusionwidely and solicit inputfrom the StrategicPlanning Committee Define metrics Hire ProgramCoordinator Secure funding forDiversity, Equity andInclusion Initiatives

Goals 2 - 5 Articulate initial annualgoals Prioritize strategies Adhere to and advancemetrics Achieve Nationalrecognition fordiversity, equity, andinclusion efforts

2016-2019 2018 - 2019 Summer 2019 2019 - 2023

TIMELINE 2019 - 2020 ACADEMIC YEAR

1 Form DEIleadership, hirecoordinator, invitecouncil

2 Conduct focusgroups and retrieverelevant diversityand engagementsurveys, data

3 Complete strategic plandraft

5 Integratediversity, equity,and inclusionstrategic planningpresentations atleadership, annualDOM orientations,and divisionmeetings

8 Ongoing recruitand retain

candidates fromhistorically

underrepresentedpopulations

6 Developcomprehensivecommunication andmarketing plan andDOM DEI webpage

7 Develop/ refinediversity dashboardto track site specificdata

4 Develop earlyinitiatives includingprogramming foraffinity groups andfacultydevelopment (i.e.Diversity AwardMinorityMentorshipNetwork, VisitingScholars Program,etc.)

10 Plan BiasTraining strategyand EquityResponse TeamPilot

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CONCLUSION

Emory’s location in Atlanta offers the opportunity for The Departmentof Medicine to leverage the setting of our increasingly diverse city andchanging landscape of academic medicine to evolve in ways that makeus truly distinctive. This Strategic Plan for Diversity, Equity, andInclusion should be seen as a living document. As such, there will beannual reviews of the progress towards each of the major goals. Whiledata are important to understand opportunities and track outcomes,diversity, equity, and inclusion should not be viewed as numericalgoals or quotas for faculty, staff, and trainees. This strategic planningprocess is intentional in its efforts to convert diversity-related metricsinto an overall culture of inclusion and equity. Our journey towards transforming the Department of Medicine into afunctional unit that operates with these foundational principles at itscore requires commitment from every level of the organizationalhierarchy. The Diversity, Equity and Inclusion Leadership Team andCouncil will provide guidance on this process; however, it is theresponsibility of each institutional unit and stakeholder to uphold theserecommended policies, practices, and pedagogies with the goal ofadvancing these foundational principles. Our plan is ambitious butattainable. We urge that the following recommendations be discussedopenly and objectively, with the goal of timely implementation. Throughthe successful implementation of this plan, the Department of Medicinewill attract and retain diverse faculty, staff, and trainees who work in acommunity that invites and nurtures their authentic voice. This groupwill create a transformed and thriving community with diversity andinclusion fused into its core values, based on a strong foundation ofservice and research—bolstering our reputation within the Universityand beyond, and serving as a national model for organizationalleadership.

References

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Cohen, J.J. JAMA. 2003; 289:1143-1149 Wright, J.T. JAMA. 2002; 288: 2421-2431, Rocheleau, B. Public Health Rep. 1978;93: 278-282. Komaromy, M. N Engl J Med. 1996; 334, 1305-1310 Cooper-Patrick, L. JAMA. 199; 282:582-589