First, assume there are many structural inequities that need attention. (i.e.: bias, inclusion, stereotypes, equity issues, etc.) that might be occurring at varying levels of the organization. Assume that the organization needs to strategically migrate toward a vision of being a health system with ample "cultural humility." How do they get there?

Consider what an organizational assessment of cultural competencies should look like. Identify and define some of the key issues for this discussion, and who needs to be responsible for leading those discussions.

Identify several of the key success factors /issues that the CEO will encounter during this review using the traditional strategic operational pillars:

Quality and patient care issues, physician issues, and metrics that we should watch?

People issues, personnel policies, recruitment effectiveness, engagement scoring, and metrics to monitor the journey?

Financial issues such as budgeting, training budgets, HR budgets, and discuss possible dashboard metrics you would suggest the organization track?

Operations issues, such as organizational structure and responsibility for this new "culture" related issue? Do we have the right board membership? Is the management team properly educated on the issues at hand? What metrics should we be sensitive to going forward?

Growth, and meeting the needs of the community for the next three to five (3-5) years. Does the governing board recognize the community demographic changes that are occurring? What metrics should we be sensitive to going forward?