Anchor Mission Strategy - MemberClicks...Mission: The mission of Rush is to improve the health of the individuals and diverse communities we serve through the integration of outstanding

Anchor Mission StrategyBuilding Blocks to Better Health

Darlene O. HightowerAssociate Vice President, Office of Community Engagement

and Practice

Equity was adopted as a Rush strategy in 2016

Mission:The mission of Rush is to improve the health of the individuals and diverse communities we serve through the integration of outstanding patient care, education, research and community partnerships.

Vision:Rush will be the leading academic health system in the region and nationally recognized for transforming health care.

Values:• Innovation

• Collaboration

• Accountability

• Respect

• Excellence

Rush Strategic Priorities

Our 2016 CHNA NotedThe West Side of Chicago has significant health care resources

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There is up to a 16-year gap in life expectancy between the Loop and West Side neighborhoods

Model for community health and economic vitality

Education

Neighborhood and Physical Environment

Health and Healthcare

Economic Vitality

If executed successfully, initiatives have the potential to elevate the economy and further decrease disparities to increase life expectancy, improve wellbeing and reduce hardship.

Changelevers

Hire locally and develop talent

• Employment preference initiative

• Career ladder development

• Skills training• Mentoring and

coaching

Buy and source locally

Invest locally

Volunteer and support

community building

• Local purchasing program

• Gift shop procurement

• Prime vendor engagement

• Impact investing in local communities

• Local business incubation to fulfill sourcing needs

• Employee engagement in local communities

• Leveraging employee expertise (e.g., teaching skills class)

Utilize local labor for capital projects

• Local labor for capital projects

• Apprenticeship• Diversity hiring

and contracts

Rush identified five key initiatives that fall under our Anchor Strategy focused on the West Side

Balancing Operational Excellence and Mission Driven Work

High

Low

Low High

Balancing High Financial

Performance with Mission Driven Work

Rush strives to cultivate a balanced

operational strategy which focuses on high

financial performance

while considering reasonable trade-offs and financial opportunity costs associated with mission driven

work

Financial Performance

Investment in Anchor Mission

Pure Financial Performance, No

Mission

Balancing High Financial Performance with Mission Driven

Work

High Mission, Low Financial

Performance

Opportunity Cost Curve for Financial Performance and Mission Initiatives

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Organizational structure

Human Resources Office of Community Engagement

Business Diversity

Recruiter

Community Benefit Specialist

Executive Leaders responsible for strategic direction

Capital Projects

SVP, HR

AVP, Employee and Organizational Development

AVP, Community Engagement

Director, Supply Chain

Strategic Sourcing Manager

VP, Capital Projects

AnchorCore Team

AM Manager

Data AnalystCareer Dev. Manager

CEO COOSVP, Community

Health EquitySVP, HR

VP, Strategic

Planning &

Communications

CFO

Treasury

VP, Treasury

AVP, Treasury

Anchor-specific roles

AVP, Capital Projects

Three Key Messages about Implementing Change

Understand the Power of Leverage!

Choose the Right Measurement Strategy

Start with a Clear, Powerful MessageFrame your initiative with a clear business case that highlights the long

term results that are projected to accrue from the investment.

How can we collaborate with other health systems and pubic/private companies to improve economic vitality? Work with our competitors and remain part of a bigger team.

Measure social outcomes to track project successes and opportunities for improvement over time.

Evaluation and Tracking Progress

DESIGN SUCCESS METRICS TO TRACK

PROGRESSDEVELOP REPORTING

DASHBOARDCOMMUNICATE TO

RUSH ORGANIZATION

• Define metrics for ‘Intended Impact’ that are measurable in the short-term

• Identify a set of ‘progress’ metrics that can be tracked across initiatives

• Build simple-to-use tracking tool that facilitates discussion across Rush audiences

• Design reporting dashboard to be periodically shared with Rush community

• Design comprehensive communication plan to inform and engage the Rush community in the AM

• Tailor communications content, timing, and medium to specific internal/external stakeholders, as needed

The Greater Work Begins…

Convene other healthcare systems & banks to discuss ways to partner on projects, co-source funding, share ideas, and share the spotlight

West Side Anchor Committee (WSAC): Purposed, Goals, Mission and Vision developed and approved with community partners

Purpose

The WSAC has come together on three guiding principles while supporting the internal anchor work of individual institutions

Develop dashboard and share data

Share best practices

Identify and implement collaboration opportunities

Reduce the life expectancy gap between the Loop and West Side communities by 50% by 2030.

Quick wins have created momentum

Buy and SourceLocally

Hire locally and Develop Talent

Invest LocallyVolunteer and SupportCommunity Building

Rus

h In

tern

al A

ncho

r Mis

sion

Anchor mission communityvendors “pop-up store”

events on Rush campus

Developed new vendor list highlighting West Side

Suppliers

Moved four spend categories to Anchor

Mission vendors

Set Spend Goals in line with our Diversity & Inclusion Strategy

Hired Career Development Manager and Community

Liaison Sr. Talent Acquisition Consultant

Developed partnership with two training organizations -

Cara and Skills for Chicagoland’s Future

Launched Medical Assistantspathway program (tuition free)

Yr. 1 Invested $2.08Min Affordable Housing and Workforce

Development projects

Yr. 2 Committed to investing $2.5m

West Side AnchorCommunities starting Selected 6 initiatives

for investment

Yr. 3 committed to $2.0M investment

Launched Employee Volunteer Program

pilot in January 2018

Partnered with Chicago Cares to make

external volunteer opportunities available to employees

Will host 3 Rush Wide Volunteer events in

FY 19

What Have We Learned

Not all institutions have the same amount of funds to invest

Not all institutions are on the same timeline

So, consider:

– Is there a grant we can all contribute to and announce together (e.g. business accelerator)?

– Can we fund a total commitment amount as a group (without individual amounts published)?

– Can we leverage our relationships with the commercial banks to align our interests and value systems for bank commitments? i.e. the power of persuasion

Reduce the life expectancy gap between the Loop and West Side communities by 50% by 2030.AIM:

QUESTIONS?

RUSH UNIVERSITY MEDICAL CENTER2018 – 2022 DIVERSITY & INCLUSION STRATEGY

NCHL HUMAN CAPITAL INVESTMENT CONFERENCENOVEMBER 14, 2018

Terry PetersonVice President, Corporate & External AffairsChairperson, Diversity Leadership Council

Agenda

• History of Diversity & Inclusion at Rush

• 2018 – 2022 Diversity & Inclusion Development Process and Overview

• Recommended 2019 Corporate Dashboard D&I Performance Strategic Drivers

• Distribution of Diversity & Inclusion Funding Decisions

• Q & A

Draft Copy, Confidential 2

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• 2007 – Rush begins its business diversity program• 2008 – Policy enacted to promote diversity in all candidate pools• 2009 – Inception of the annual Diversity Week and Lunch & Learn sessions• 2009 – J. Robert Clapp, Jr. Diversity Leadership Award established to

recognize exemplary leadership supporting diversity initiatives and activities• 2010 – Rush adopts a Vision for Diversity and Inclusion• 2010 – Requirement for staff to perform annual online diversity training• 2012 – Rush Board approves the Diversity & Inclusion five-year report • 2014 – Diverse and Inclusive added to the I CARE watermark• 2015 – Diversity & Inclusion strategic drivers added to Corporate Dash Board

(Peter Butler)• 2017 – August – October, began planning for the Rush 2018 – 2022 • Diversity & Inclusion Strategy• 2018 – June, approved budget to support the entire Diversity & Inclusion

Strategy

History of Diversity & Inclusion at Rush – At a Glance

In 2007, Rush formed the Diversity Leadership Council (DLC) and developed a formal diversity plan. Since then, Rush has celebrated many successes over the years:

J. Robert Clapp, Jr., the late executive vice president and executive director of Rush University Hospitals.

2018 – 2022 STRATEGY OVERVIEW

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2018 – 2022 D&I Strategy Development • Examined performance on past 2012 – 2016 diversity and inclusion strategy

• Engaged over 100 leaders and stakeholders in the strategy development

• Facilitated focus group sessions with students, faculty, house staff and

service personnel and one-on-one interviews

• Conducted one-on-one meetings with the Deans

• Formed a steering committee to oversee the strategy development process

• Defined five “pillars” for the new diversity and inclusion strategy

• Formed 12 diversity and inclusion strategy teams to generate goals,

strategic drivers and action plans for each pillar (100 Rush Leaders)

• Submitted recommendations to the CEO and President in December 2017

• Received funding for the 2019 D&I Strategy in June 2018

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2018 – 2022 D&I Key Goals

Pillars Key Goals

Culture of Accountability, Inclusion and Respect

Establish, support and implement a culture of accountability, inclusion & respect to improve the indexed engagement scores of RUMC’s diversity and inclusion objectives by 2022.

Cultural Competency Education and Effectiveness

Prepare the organization to more competently addresssituations that arise from cultural differences among patients, students, faculty and staff.

Better prepare leaders to effectively communicate across cultural boundaries.

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2018 – 2022 D&I Key Goals (continued)

Pillars Key Goals

Health Equity Improve the heart health of current patients and other residents in the nine anchor communities close to RUMC.

Demographics

Improve the representation of women and under-represented minorities in director-level positions and above.

Improve the representation of veterans.

Increase the representation of individuals with disabilities

Increase under-represented minorities among students, residents and faculty

Increase the representation of women in academic leadership in Rush University

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2018 – 2022 D&I Key Goals (continued)

Pillars Key Goals

External and Community Partnerships

Increase the number of high school students graduating with early college credit through community engagement programs (REACH)

Increase the number of high school students credentialed for health care & STEM-related jobs at Rush and other organizations

Have a positive impact the social and structural determinates (employment and economic development) of health to improve economic vitality in Rush’s anchor communities

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RECOMMENDED 2019 CORPORATE D&I PERFORMANCE STRATEGIC DRIVERS

Confidential 9

2018 – 2022 D&I Strategy Summary

Confidential - Not for Distribution

Pillars Goals Strategic Drivers

# of Drivers in the

Dashboard

% of Drivers in the Dashboard

FY2019 Funding

Ru

sh M

edic

al C

ente

r

Building a culture of accountability, inclusion and respect

1 1 1 100% $30,000

Rush Medical Demographics 5 16 4 25% $545,430

Health Equity 1 5 1 20% $150,000

External and Community Partnerships 3 4 3 75% $281,420

Cultural Competency Education and Effectiveness 2 2 2 100% $410,000

Un

iver

sity

College of Nursing 1 4 1 20% $691,000

College of Health Sciences 2 6 1 17% $763,640

Medical College 3 9 3 33% $499,000

Graduate College 1 3 1 33% $680,000

Women’s Leadership Council 1 8 1 12.5% $196,000

Total 20 58 18 31% $4,246,490

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Recommended Strategic Drivers to Measure 2019 D&I Performance

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Pillars Drivers Owners

Ru

sh M

edic

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Culture of accountability, inclusion and respect

Build the case and structure for culture transformation across the organization Katie Struck Gena Faas

Demographics

Position hiring leaders to hire female candidates Joe Anderson

Position hiring leaders to hire URM candidates Joe Anderson

Establish transparency relative to available opportunities Carmel GaughanShanon Shumpert

Increase the number of employees who disclose that they are veterans Michael Jones

Health Equity Social Determinants of Health Screening Christopher NolanRobyn Golden

External and Community Partnerships

EducationImprove job readiness and preparation for immediate postgraduate employment in STEM-related health care careers

Rukiya Curvey Johnson

HiringIncrease number of new hires from identified AM zip codes through employment preference and strategic initiatives

Mike Jones

PurchasingIncrease the percent of spend with vendors in the nine Rush Anchor Mission communities

John Andrews

Cultural Competency Education and Effectiveness

TrainingImprove RUMC employee understanding and application of cultural competencies to positively impact their ability to achieve the RUMC mission

Sue LawlerAngela Davis

CommunicationsImprove awareness of the Diversity & Inclusion strategic and operational efforts across all of our Rush communities –leaders, employees, physicians, nurses, students (and others) -at Rush University, Rush University Medical Center and Rush Oak Park Hospital.

John Pontarelli Anne Burgeson

Confidential

Recommended Strategic Drivers to Measure 2019 D&I Performance (Cont’d)

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Pillars Drivers Owners

Un

iver

sity

College of Nursing Establish long-term relationships with undergraduate universities that graduate significant numbers of URM students.

Lisa RosenbergJen’nea Sumo

College of Health Sciences

Provide leadership development to develop URM candidate pool for CHS faculty Laura Vasquez

Medical College

FacultyIncrease the pool of URM candidates for faculty positions

Dino Rumoro

GME Increase the number of URM medical students who are rank listed in the top ten programs.

Joy Sclamberg

AdmissionsEstablish long-term relationships with undergraduate universities that graduate significant numbers of URM and STEM students

Cynthia Boyd

Graduate College Increase the number of student URMs accepted per year Lena Al-Harthi

Women’s Leadership Council

Work collaboratively with HR and Legal to ensure pay and positional equity for women.

Sheila Dugan

Confidential

Quarterly Updates and Reporting

Quarter Ending Email Reminder Strategic Driver and Action Plan Updates

Report to ELC

September 2018 September 17, 2018 Oct 1, 2018 October 12, 2018

December 2018 December 14, 2018 January 7, 2019 January 14, 2019

March 2019 March 15, 2019 April 8, 2019 April 15, 2019

June 2019 June 17, 2019 July 8, 2019 July 15, 2019

Confidential - Not for Distribution 13

Distribution of D&I Funding Decisions

Approved, $3,367,586, 83%

Approved - Alternate Funding, $672,000, 17%

Under Review, $0, 0%

Not Pursued, $0, 0%

D&I Funding

Approved Approved - Alternate Funding Under Review Not Pursued

Confidential - Not for Distribution 14

500,000 PEOPLE RESIDE IN THESE COMMUNITIES 15

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