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Addressing Structural Racism Using a Whole-Scale Planning Process in a Single Academic Center
Eve J Higginbotham1, Kya Hertz1, Corrinne Fahl1
1Perelman School of Medicine, Office of the Dean, Department of Ophthalmology, University of Pennsylvania, Philadelphia, Pennsylvania, USA.
Health Equity
|September 21, 2023
Summary
A strategic process successfully initiated cultural transformation in an academic medical system by addressing systemic racism. Key actions included stakeholder engagement and developing a framework for lasting change.
Area of Science:
- Health Equity
- Organizational Behavior
- Medical Education
Background:
- Systemic racism in the US, highlighted by George Floyd's murder, necessitates cultural transformation in academic medical centers.
- Academic medical institutions face pressure to address and dismantle pervasive systemic racism.
Purpose of the Study:
- To evaluate the effectiveness of a strategic process designed to foster cultural transformation within an academic medical system.
- To assess the impact of a structured approach on addressing systemic racism in healthcare settings.
Main Methods:
- A 13-month whole-scale strategic planning process involving diverse stakeholders, surveys, and town halls.
- Development of a strategic framework with actionable items and a balanced scorecard for progress monitoring.
- Administration of the Diversity Engagement Survey (DES) 18 months post-implementation.
Main Results:
- Over 96% completion of unconscious bias education and 76% completion of "Just Do Its" action items.
- The DES indicated improved "respect" within the organizational culture.
- 64% of respondents affirmed that actions were addressing internal and external racism.
Conclusions:
- A shared purpose, stakeholder engagement, and a strategic framework are crucial for initiating cultural change.
- Empowering stakeholders to implement changes is vital for addressing structural racism.
- The implemented strategy demonstrated efficacy in fostering cultural transformation and addressing racism.
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