Last month, I met with the chairs of Pennsylvania Hospital’s diversity, inclusion, and equity workgroups for the first time. The groups have been crafting new initiatives across the six areas identified by the Action for Cultural Transformation (ACT) plan — culture, people, clinical, research, education, and community — and the inaugural Steering Committee meeting was enlightening and encouraging. As the workgroup chairs shared their teams’ ambitious goals, it quickly became evident that every employee participating in this work truly appreciates that our focus isn’t lip service or easy fixes, but fundamentally transforming our culture.
There is still much to accomplish, but PAH has already come so far. Last summer, individuals voiced their concerns that we couldn’t maintain the momentum and antiracist change wouldn’t come. One year on, dozens of staff are meeting regularly to identify obstacles to progress and opportunities for change. I am deeply grateful for the leadership of our workgroup chairs, sponsors, and members, and I look forward to translating their insightful ideas into impactful actions.
Chat with the Chair: Community
In alignment with the system-wide goals of the Office of Inclusion, Diversity, and Equity’s ACT plan, the Community workgroup is focusing on building strong partnerships with neighborhood leaders, promoting fair policing and security practices, and creating a healthy, bias-free community that is enhanced and supported by PAH’s work and presence. Patient Services Associate Craig Hargrove volunteered to chair the workgroup.
What motivated you to take on this role?
Last June, after George Floyd was killed, staff assembled to share how we felt and to reflect on our experiences. Pennsylvania Hospital is a great place to work, but there has been a sense of unease about conversations about racism. When these workgroups were formed, and I was selected for the Community group, I realized that serving as the chair offered me a good platform to represent my coworkers and speak openly about our concerns. I’ve been here for 27 years, so clearly there’s something keeping me here! I’ve expanded my education and achieved my MBA, and now I want to encourage others to aspire for more — for themselves and for our community.
What are some of the goals that your group has identified?
We’ve been examining things like retention, promotions, and giving staff opportunities to successfully move up the ranks to build a stronger hospital community. We’ve also discussed how to create relationships with groups outside of the hospital. We want to share information about opportunities with students at our local schools so they know that they can pursue a career in medicine right in their own neighborhood. We want to work with community centers, civic groups, and churches to determine how we can best support people in need. We want to connect with the local police precinct and open up a dialogue about bridging communication gaps and overcoming bias. We’re eager to get these plans in motion over the next few months.
What value do you see in this work?
I know firsthand that if you work hard, you can achieve your goals. I believe that we have a real opportunity to initiate sustainable, long-term change, and I’m excited and honored to be a part of this project. Together, we can create a community that’s supportive, respectful, and just. At the first Steering Committee meeting, I noticed that all of our workgroups are already in alignment. Right away, my perception was that there be cross-pollinations between groups, which will give us the tools for success.