The concept of race and its impact on health has evolved.

Racial health disparities and inequalities have traditionally been viewed through the lens of socioeconomic status. However, this view does not explain how racism shapes social experience and has biological consequences.

Health systems cannot fully deliver on their mission and vision to strengthen care and serve people without developing strategies and structures to address the systemic inequalities that recur in disease and disease. The Diversity, Equity and Inclusion Council is key to improving the breadth and scope of patient outcomes and employee value.

Here are some ABCs that guide agencies in creating successful projects.

A. Activists, allies, executive branch
When forming a DEI committee, it is important to invite and find activists who are passionate about cultural change, activism, and who can execute the committee’s goals. Allies acknowledge their privilege, amplify the voices of marginalized communities, and engage in ongoing learning and difficult conversations around privilege and inequality. Allies can be catalysts for change. Admins can build morale, drive tasks, and review brainstorming sessions.

B. A sense of belonging

Cultural humility is an evolving process that requires self-reflection, openness to learning, and respectful discussion. It is impossible to be “competent” for all cultures. The pressure to be perfect, expert, or solely responsible for cultural change can lead to a decreased sense of belonging. A sense of belonging is key to making members feel comfortable offering ideas and receiving opportunities. Consider minimizing power differences between groups. For example, exclude titles like “doctor” when talking to each other.

C. Carry different lenses

Within the healthcare system, there may be synergies and conflicts between the entity-level committee’s vision and the larger system’s vision for the DEI program. DEI committees may be made up of frontline members with deep knowledge and exposure to the injustices faced by patients and colleagues. The system is usually constrained by several legal, political and financial variables. Therefore, the committee may come up with ideas that conflict with system constraints. Committee members should be aware of system-level constraints.

D. Diversity

When forming a DEI committee, members should be diverse in all respects. Consider cross-visible and invisible cultural identities (i.e. age, gender, gender identity, sexual orientation, race, ethnicity, national origin, religion, disability, and others), tenure within the organization, disciplines, and satellite sites (if applicable) the member of.

E. Expectations

DEI committees bring together individuals responsible for discussing emotionally charged and sensitive topics. It is important to identify safe words and conversations during the meeting. Shaping expectations for a space that embraces difference as well as honest, respectful, and constructive discussion is critical.

F. Building partnerships

It would be negligent to form committees for systemic change without input from patients and communities affected by inequity, exclusion, and systemic barriers. Consider having a member from the Patient and Family Advisory Committee on the committee.

G. Collecting data

Developing a plan to collect baseline tissue and patient data will drive the needs assessment. Additionally, data on the effectiveness of DEI Council initiatives will support accountability and provide direction and strategy.

A DEI-focused committee is inherent in the mission of most healthcare organizations. The formula for creating such committees is fluid, evolving with context and time, and modified for the unique populations served. These committees can increase trust with the community, help retain patients and staff and inspire innovation, which will ultimately build reputation, brand awareness, associated value and positive community impact.