Organizational change using a novel, structured plan for justice, equity, diversity, and inclusion (JEDI) in an academic surgical department.

Introduction: Ethnic, gender-based, socioeconomic, and racial inequities persist in academic medical centers across the United States. Integration of principles of justice, equity, diversity, and inclusion (JEDI) with policies, procedures and organizational culture remains a challenge for many departments of Surgery.

Methods: Starting in June of 2021, we implemented a structured justice, equity, diversity, and inclusion plan with the goal of enhancing organizational and cultural change within our department. We defined 3- to 5-year goals and tactics for meeting them, process and outcome measures, anticipated barriers, and strategies for navigating these barriers. We used metrics including an internal database and a faculty wellness survey. The plan was evaluated and validated by an external, independent committee appointed by the school of medicine, which provided a framework in addition to subsequent logistical and financial support.

Results: A surgery vice chair for justice, equity, diversity, and inclusion and a justice, equity, diversity, and inclusion committee were established. We developed a mission statement, and formed 3 subcommittees focusing on Retention/Recruitment, Education, and Research. Key goals outlined in the plan included: formal restructuring of recruitment policies to include justice, equity, diversity, and inclusion language, integration of this language with university-wide policies and procedures, improvements to the family leave policy, increased recruitment and retention of surgical faculty from diverse backgrounds; and addition of evidence-based justice, equity, diversity, and inclusion instruction to conferences and education programs.

Conclusion: Development of a structured for justice, equity, diversity, and inclusion, supported by our academic governance, resulted in significant changes to policies and procedures both within and beyond our department of surgery. Formal internal and external outcome measures should be used and refined to objectively monitor goals and organizational change.