Creating a culture that values diversity and inclusion: An action‐oriented framework for schools of nursing

Abstract

An organizational culture that values diversity and inclusion is essential for the achievement of high‐quality nursing education, yet little literature exists to guide schools of nursing (SON) in accomplishing this goal. All SONs, regardless of size, need a framework that provides specific steps for developing and nurturing a culture that values diversity and inclusion. Using our SON as an exemplar, the goal of this article was to (a) review the barriers we faced when building a diverse and inclusive environment, (b) share our school's strategic plan designed to promote diversity and inclusion, and (c) highlight successful strategies as part of the development and ongoing implementation of our school's strategic plan. This process requires continuous commitment and intentionality as well as flexibility to address unforeseen circumstances. For example, the goals we have adopted and the strategies we have put in place have allowed members of our SON community to acknowledge and address the urgency and validity of the Black Lives Matter movement, as well as the disproportionate impact of the coronavirus disease 2019 pandemic on racial and ethnic minority groups. Although we recognize that we still have work to do within our SON community, we believe our exemplar offers an action‐oriented framework for increasing diversity and inclusion among students, faculty, staff, and leadership in SONs.

Review of Best Practices for Diversity, Equity, and Inclusion Committees Within Colleges of Pharmacy

“…DEI committees will not be successful without adequate resources; hence the resource allocation must be intentional and aligned with clearly committed DEI goals. 9,[15][16][17] Communication channels must be well established both within the college as well as with the university, and between all school-wide committees. The role of a DEI committee is to implement and lead changes to ensure that faculty, staff, and students are representative of their communities, and that pharmacy graduates are well prepared to provide care to these diverse communities.…”

“…15 Key DEI committee responsibilities include to: 1) develop a plan to encourage diversity in each department as a part of the overall strategic plan, 2) facilitate the integration of diversity and inclusion concepts into curricula, faculty recruitment and development, and procedures for student recruitment, admission, and progression, 3) collect and review data for continuous improvement, and 4) examine practices and policies that produce inequities. 17 A more detailed listing of potential DEI committee roles and responsibilities are listed in Table 1. 11 These responsibilities emphasize the need for DEI committees to work within the institutional structure at every level to advance their initiatives.…”

“…12 DEI committees who are neutral in nature can help facilitate awareness and professional development to address implicit bias within the institution. 17 Diversity training and education is needed for pharmacy faculty and staff to adapt to change, in turn meeting the college's mission and vision, including diversity. This is also applicable to professional student organization leaders and external representatives, such as preceptors, adjunct faculty, and other college volunteers.…”

“…15, 26-29 DEI committees working with Human Resource offices to provide implicit bias training for search committee and Admissions Committee members have been shown to be successful in diversifying student bodies. 13,17 DEI committees can work with the Admissions Committee to improve recruiting, and ensure student applications, admission offers, and the matriculated student body is representative of the local communities they serve. The DEI committee can help recruiting efforts via both in-person and virtual events tailored to best reach URM students who otherwise may not consider the pharmacy profession or have the opportunity to interact with college personnel.…”

Diversity, equity and inclusion: organizational strategies during and beyond the COVID-19 pandemic

“…Cumulative stressors in the United States as a whole, including racism and the widened health disparities, with ongoing disproportionate loss of lives of people of color, has left many colleagues (and communities) traumatized and seeking solutions (Bibbins-Domingo, 2020;Chowkwanyun and Reed Jr, 2020;Devakumar et al, 2020;Webb Hooper et al, 2020;White, 2020). Therefore, this is an opportune time for institutions to lean into the strengths of their diverse leadership in order to strengthen a culture of inclusion and build resilience (Williams, 2020;Umoh, 2020;Planz et al, 2020;Warrior et al, 2020;Cary et al, 2020). Thrust into the initial epicenter of the pandemic, our academic health center in New Jersey (a State affected early with the second highest COVID-19 cases and deaths and as of August 8, 2021, nearly 26,650 deaths) had to be nimble and respond to this challenge.…”