scholarly journals Medical Library Association Diversity and Inclusion Task Force 2019 Survey Report

2020 ◽  
Vol 108 (3) ◽  
Author(s):  
JJ Pionke
Keyword(s):  
Financial Aid ◽  
Military Service ◽  
Female Sexuality ◽  
Student Loans ◽  
Task Force ◽  
Professional Staff ◽  
Diversity And Inclusion ◽  
Survey Report ◽  
Medical Library ◽  
Equity And Inclusion

Objective: The goal of this survey by the Medical Library Association (MLA) Diversity and Inclusion Task Force was to have a better understanding of the demographics of the association as well as ascertain how the membership feels about MLA’s diversity efforts.Methods: A survey was created with the input of both task force members as well as MLA professional staff. It was administered via SurveyMonkey and distributed through email over the course of two weeks in October 2019.Results: The demographics portion of the survey—beyond asking the usual questions about race or ethnicity (72% white), age (65% between 30 and 59), and so on—also asked questions that were more specific to diversity including, but not limited to, gender representation (79% female), sexuality (67% heterosexual), military service (97% have never served), ability (26% have anxiety sometimes or in certain situations), and college financial aid (49% used federal student loans). Diversity-specific questions asked about diversity, equity, and inclusion (DEI) in the association: 59% strongly agreed or agreed that MLA has a strong commitment to DEI; 54% felt that the amount of time that association was spending on DEI issues was just about right; and 56% were very satisfied or satisfied with the DEI environment at MLA. Members also reported feeling like they belonged in MLA (59%), they were treated with respect (77%), and they were valued by MLA (59%)Conclusion: The survey paints a picture of the membership that is much deeper than any previously conducted membership survey. It shows the diversity of membership, especially in terms of ability and religion. Generally, the membership feels that MLA is right on target with the level of focus that MLA is giving issues of diversity. This survey reinforces the diversity work that has been done and supports diversity work in MLA in the future.

scholarly journals Medical Library Association Diversity and Inclusion Task Force Report

2021 ◽  
Vol 109 (1) ◽  
Author(s):  
Jane Morgan-Daniel ◽  
Xan Y. Goodman ◽  
Sandra G. Franklin ◽  
Kelsa Bartley ◽  
Matthew Nicholas Noe ◽  
...  
Keyword(s):  
Annual Meeting ◽  
Task Force ◽  
Code Of Ethics ◽  
Discussion Boards ◽  
Roundtable Discussion ◽  
Open Forum ◽  
Task Force Report ◽  
Diversity And Inclusion ◽  
Medical Library ◽  
Baseline Demographic

The Medical Library Association (MLA) appointed a Diversity and Inclusion Task Force (DITF) in 2017. Sandra G. Franklin, AHIP, FMLA, chaired the task force and guided initiatives. From 2017 to 2020, the task force completed a review of MLA defining documents—including the mission, vision, values, and code of ethics—resulting in language updates to these documents. As MLA transitioned through the communities process, the DITF contributed to the transition. Other recommended essential changes to MLA profiles to promote awareness included updating pronouns to promote gender inclusivity and suggestions for the Annual Meeting Innovation Task Force. DITF members actively brought diversity and inclusion programming and engagement to MLA members at annual meetings. The task force held a fish bowl conversation, an open forum, and a Diversity Dialogues roundtable discussion; provided interactive discussion boards; and designed an MLA diversity button. Beyond MLA annual meetings, the task force hosted two critical librarianship meetings and a Twitter chat to engage MLA members with diversity and inclusion topics. Task force members promoted diversity and inclusion beyond their task force appointments with presentations at chapter meetings and other non-DITF MLA annual meeting programming. A notable task force accomplishment included completing a survey of MLA members to gather baseline demographic characteristics, including never before collected data about disability, socioeconomics, and caregiver status. This report provides an overview of DITF activities from 2017 to 2020.

Addressing diversity, equity and inclusion (DEI) through service learning in management education: insights from India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kaushik Ranjan Bandyopadhyay ◽  
Kasturi Das ◽  
Ritika Mahajan
Keyword(s):  
Service Learning ◽  
Literature Review ◽  
Management Education ◽  
Business Schools ◽  
Theory And Practice ◽  
Social Implications ◽  
Content Type ◽  
Diversity And Inclusion ◽  
Long Run ◽  
Equity And Inclusion

PurposeThe paper makes an endeavour to explore the efficacy of service learning (SL) pedagogy in inculcating the value of diversity, equity and inclusion (DEI) with a focus on management education in India.Design/methodology/approachThe research methodology comprises a systematic survey of select relevant literature on SL and applying a novel approach to bring out certain key traits of SL initiatives. The paper also tries to decipher how the identified key traits could be regarded as contributing to the ethos of DEI among the learners. Based on insights from the systematic literature review and identified research gaps, an in-depth study of three SL initiatives in India, have been undertaken to demonstrate how implementation of the SL pedagogy in management education creates an impact on the attributes of DEI and inculcates an inclusive mindset.FindingsAlthough the design, process and learning outcomes of SL pedagogy varies depending on the context, there is commonality in the core attributes that emerges from the literature review which has a potential impact on inculcation of the values of inclusion and appreciation of diversity. The select case studies successfully expand on the list of these identified relevant attributes. The findings have also been corroborated by participants' reflection.Research limitations/implicationsThe paper is, however, limited in its scope of assessing the impact in creating an inclusive mindset. To gauge whether such impact is pervasive and persists in the long run, one needs to examine if these values are carried forward by the participants in their professional and daily life. It would, therefore, be more meaningful to carry out a primary survey of the participants, who took part in such SL initiatives, to understand whether the values have really been assimilated in the real life. This is outside the scope of this paper but does open the scope for further research.Practical implicationsThe paper would be highly relevant for the accreditation agencies who are increasingly prescribing the role that business schools can and should play towards inculcating the ethos of diversity and inclusion among future business leaders and managers. For the administrators of business schools and other higher education institutions who may be considering how to incorporate the ethos of diversity and inclusion in the curriculum and pedagogy, the paper will provide some direction through the SL route. The detailed exposition of the three SL initiatives will enlighten the administrators or the faculty responsible for designing and delivering any SL programme in other business schools or higher educational institutions as to how to go about developing and delivering such an initiative. To the extent such SL initiatives succeed in leaving a lasting impact on the participants regarding ethos of inclusion and diversity, the business implications in the long run could be immense.Social implicationsThe purpose of the paper by itself establishes its social relevance. The very fact that the paper is focused on SL initiatives that involve social problem-solving approaches through hands-on working on social projects and working with communities the social implications are rather obvious.Originality/valueGiven the paucity of information and analysis on potential fit of SL for fostering DEI especially in developing countries, the present paper contributes to the existing body of literature and aptly fills the void. It builds a theoretical construct relating SL with the traits of DEI and then bridges theory and practice by demonstrating the efficacy of three SL programmes in Indian context to internalise the elements of DEI.

Organizational commitment to diversity, equity, and inclusion: A strategic path forward

2021 ◽  
Author(s):  
Carla Y White ◽  
Ami Patel ◽  
Dominique Cossari
Keyword(s):  
School Community ◽  
Cultural Transformation ◽  
Shared Vision ◽  
Strategy Development ◽  
Organizational Diversity ◽  
Diversity And Inclusion ◽  
Healthcare Settings ◽  
Inclusive School ◽  
Equity And Inclusion ◽  
Organizational Approach

Abstract Disclaimer In an effort to expedite the publication of articles, AJHP is posting manuscripts online as soon as possible after acceptance. Accepted manuscripts have been peer-reviewed and copyedited, but are posted online before technical formatting and author proofing. These manuscripts are not the final version of record and will be replaced with the final article (formatted per AJHP style and proofed by the authors) at a later time. Purpose To describe an approach to diversity, equity, and inclusion (DEI) strategy development at a school of pharmacy aimed at stakeholder investment and infrastructure that can address systemic challenges in various healthcare settings. Summary The UNC Eshelman School of Pharmacy utilized an organizational approach focused on infrastructure to produce a diverse and inclusive school community. The Office of Organizational Diversity and Inclusion (ODI) established vision and mission statements to represent the school’s commitment and conducted a comprehensive environmental scan to compose a shared vision. Students, faculty, staff, and alumni participated in a series of retreats, symposiums, and focus groups to identify opportunities to cultivate a diverse and inclusive school community. A working group comprised of key leaders in the school developed and launched a 3-year DEI Strategic Plan along with initiatives and metrics for year 1. The plan’s 3 priorities were (1) to recruit and retain diverse talent, (2) to prepare culturally intelligent professionals, and (3) to build an inclusive community. The ODI collaborated with internal and external stakeholders, which included students, faculty, staff, postdocs, alumni, and partners from health systems, industry, and other institutions and organizations, to initiate, implement, and monitor progress through an organizational approach to establish accountability and greater commitment. Conclusion An organizational approach to DEI strategy through stakeholder engagement and infrastructure increased commitment and shared ownership among members of the school community. Applications in an organizational approach can be adapted to multiple healthcare settings to contribute to the cultural transformation necessary to develop a diverse and inclusive healthcare workforce.

ASTA Public School Task Force Survey Report

1988 ◽  
Vol 38 (1) ◽  
pp. 61-62
Author(s):  
Kevin Miller ◽  
Thomas Tatton
Keyword(s):  
Public School ◽  
Task Force ◽  
Survey Report

Romare Bearden Graduate Museum Fellowship Program—Outreach to Inreach—A Generation of Cultivating Tomorrow’s Leaders

2018 ◽  
Vol 40 (3) ◽  
pp. 193-210
Author(s):  
Renee Brummell Franklin
Keyword(s):  
Art Museum ◽  
Professional Staff ◽  
Fellowship Program ◽  
Saint Louis ◽  
Innovative Strategies ◽  
Diversity And Inclusion ◽  
History Of ◽  
Community Relationships

This article chronicles the twenty-six-year history of the Saint Louis Art Museum Romare Bearden Graduate Museum Fellowship, which was created to increase the number of professional staff from underrepresented backgrounds working in museums. It provides an overview of early supporters/founders of the program and details the trajectory of a generation of Bearden Fellows, most of whom are now professionally engaged in museums and arts-related careers. This case study also examines the benefits of staff diversity to the inclusive culture sought by museums as they cultivate new audiences and search for innovative strategies to maintain their relevance and community relationships. It calls upon museums to view diversity as an evolutionary conversation by examining the motivations and objectives that constitute the contemporary “diversity and inclusion” discourse.

scholarly journals Ensuring Equity, Diversity and Inclusion in the Society for Vascular Surgery A Report of the Society for Vascular Surgery Task Force on Equity, Diversity and Inclusion

2020 ◽  
Author(s):  
Bernadette Aulivola ◽  
Erica L. Mitchell ◽  
Vincent L. Rowe ◽  
Matthew R. Smeds ◽  
Steven Abramowitz ◽  
...  
Keyword(s):  
Vascular Surgery ◽  
Task Force ◽  
Diversity And Inclusion
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