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
3
• 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
al C
ente
r
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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