UVA’s School of Medicine is committed to diversity among our students, faculty, staff, and administration.
On the faculty:
“They were ready and willing to teach us anything that we didn’t understand. When we needed clarification they would definitely have time to sit down and talk… they just had some down time and they would take the time and do that with us. They went above and beyond what was expected of them as residents…making power points for us or facilitating a way of learning that was great like we did, in preparation for our shelf exam we did jeopardy with one of the senior residents and she definitely didn’t have to take the time out to do all that just for us”.
“I think I would have to say that one of the best features at UVA is the faculty. They are great, not only are they just top notch but they are just always going out of their way to help you”.
THE DIVERSITY AND INCLUSION PLAN
The plan is organized into seven dimensions that support imbedding the tenets of ISE into the structures, policies, systems, culture, and brand of the School of Medicine. The dimensions were derived from a myriad of data sources including strengths, weaknesses, opportunities, and threats (SWOT) analysis, faculty focus groups, and an exploration of best practices in diversity plan development. Each dimension has associated goals and strategies that align to achieve the stated success indicators. Success indicators are metrics that will be used to create the ISE scorecard and are critical to the evaluation of the plan. The seven dimensions and their respective foci are:
Leadership Engagement and Commitment—Focuses on leadership throughout the School adopting a shared vision of and commitment to diversity and inclusion. This active engagement and commitment serve as the strategic foundation that weaves diversity and inclusion into the operational fabric of the School. Communication of a coherent message that articulates leadership’s commitment sets the tone for all subsequent strategic diversity and inclusion initiatives.
Organizational Capacity—Focuses on building long-term organizational capacity and recognizes that “quick fixes” will not sustain the level of commitment necessary to realize the goals of ISE. Achieving high level outcomes associated with the various dimensions of the ISE plan require the investment of building infrastructure, revamping systems, developing leadership and talent capabilities and allocating appropriate resources.
Leadership and Cultural Competency Development—Focuses on building leadership capacity to successfully manage the cultural transformation needed to fully meet and exceed the ISE goals. Leaders are key shapers of institutional culture, therefore leadership development, especially in those competencies associated with diversity and inclusion is critical to cultural transformation. Addressing this challenge also enhances the overall engagement level of the School as the culture shifts toward one that fosters inclusion in all its forms. Creating a learning culture is foundational to meeting ISE goals.
Access and Success—Focuses on recruiting and retaining diverse talent , throughout the School to gain or maintain a critical mass of diverse talent that can be leveraged for organizational success. This dimension also focuses on building strategic partnerships and innovative recruitment methods in support of the access and success goals.