Institutional Viability and Capacity

Each nursing school has an organizational structure grounded in its mission, vision, values, goals, and priorities. A focus on Institutional Viability and Capacity is necessary to examine the nursing school’s infrastructure and allocation and utilization of resources to support alignment to build and support the capacity for diversity, equity, and inclusion. Leadership, accountability, strategic planning, and metrics are key drivers of sustainability, excellence, transformation, and success.

Create Clear Mission, Vision, and Values Statements

• Mission, vision, and value statements at the university level should clearly articulate DEI as an imperative. Ideally, the mission, vision, and values at the school level flow from the university’s mission, vision, and values. Nursing schools/programs needs to have clear statements about its expectations of and commitment to DEI efforts. These can include statements about how the school values diversity, how it promotes equity, and what inclusion means in terms of fostering a sense of belonging and community
• How diversity, equity and inclusion are recognized as core institutional values that drive decision-making, resource allocation, and development of policies and practices

The mission, vision, and values are critical for:

• Holding leaders and faculty accountable for developing and maintaining diversity and inclusion efforts within their schools
• Strategic planning in the areas of diversity, equity, and inclusion
• Guiding the teaching and learning environment

Developing a Diversity, Equity, and Inclusion Strategic Plan

The following excerpts regarding Diversity Strategic Planning were adapted from Diversity and Inclusion in Academic Medicine: A Strategic Planning Guide Second Edition (2016).

Task 1: Identify and gain support from key stakeholders

This initial task underpins many other tasks you will complete as you create and implement your plan. Given the nature of diversity, your strategic plan will touch every person at an institution; therefore, at every step, you will need to find allies and create partnerships to ensure the plan is carried out. The first step is essential because the task that follows it assesses where you are currently, which requires the permission and assistance of many across the organization.

Task 2: Assess the landscape

Conducting an environmental scan will help you determine the current state of DEI at your institution. Consider asking:

• How have commitment and action around diversity and inclusion evolved over time?
• Where was the focus on diversity 5 years ago? Where is it now?
• What policies are already in place to support DEI? The difference between policy and practice can sometimes be dramatic. Things are often done in a certain way because “that’s the way they have always been done.” The impact on processes such as hiring, recruitment, retention, professional development, lab space, support staff, promotion, and merit raises can be profound.

Consider policy versus practice in the following:

• Hiring practices
• Recruitment
• Equity (compensation, access, promotion, treatment, etc.)
• Mentoring

Task 3: Set diversity and inclusion goals that align with organization mission, vision, and values

Your goals for DEI reflect the desired outcomes of the strategic plan. To achieve them, they must align with the institution’s stated mission, vision, and values and be seen by all as strategic initiatives so they are not “siloed.” Alignment allows for collective ownership among the university, the school, as well as your community stakeholders. While schools may develop a strategic plan specifically for diversity, it is necessary for diversity to be integral to the school’s overall strategic planning and operations. Diversity must be central to the core business and operations of the school of nursing and not adjunctive or an add-on.

Task 4: Set clear and realistic objectives, supporting tasks, and action steps required to achieve goals

A strategic plan outlines actionable items - what a school of nursing would like to accomplish - whereas the action plan describes how the school of nursing will approach enacting the strategic plan.

Task 5: Develop accountability methods and metrics to measure achievement of objectives

Metrics allow you to monitor your performance. Baseline assessments of where you are, followed by targeted goals, are important.

Task 6: Establish roles, responsibilities, and decision-making channels

Having the right people on board with the necessary skills and dedication is essential. An advisory council can be appointed, composed of people who represent a cross-section of the organization and key stakeholders. Individuals who will be responsible for and assist in implementation will need to be assigned to implementation teams.

Task 7: Develop a realistic timeline for executing all action steps

Keeping momentum moving forward means that timelines must reflect reality. Those carrying out the action steps (i.e., the work) need to agree to your timeline and be held accountable. Achieving buy-in to the timeline is one of your biggest challenges. Other factors to consider to ensure that plans are implemented include establishing realistic time frames, identifying resources, and aligning plan objectives with annual operating plans and budgets.

Task 8: Prepare the written plan

Writing your strategic plan is a multifaceted job that will require coordination and various approvals. The details of the process should be reflected in your timeline.

Exemplars

University of Michigan Diversity Strategic Plan