The University System of Maryland launched a $5 million Elkins Equity-Centered Leadership Program, funded by the Elkins Foundation, to address persistent equity gaps in leadership across the state. The $5 million program aims to cultivate a new generation of leaders with diversity, equity, and inclusion skills.
Universities are launching ambitious, well-funded D&I leadership programs, but many similar initiatives struggle to demonstrate measurable, long-term impact on organizational culture and diverse representation. A recent study found 70% of D&I initiatives fail their long-term goals, regardless of funding, due to a lack of sustained institutional commitment beyond launch, according to leadership development to advance health equity - pmc - nih.
While the Elkins Program offers a promising framework, its success hinges on overcoming historical D&I challenges and translating academic learning into sustained, systemic change. Despite its investment and noble goals, the program risks repeating past failures by focusing on individual training over mandated systemic cultural and policy changes, potentially failing to close Maryland's equity gaps.
What the Elkins Program Entails
The Elkins Equity-Centered Leadership Program equips leaders to foster diversity, equity, and inclusion within their organizations and communities, according to the Program Brochure. Dr. Maria Chen, a renowned D&I expert, directs the program, according to the University Gazette. Its curriculum, detailed in the Curriculum Overview, covers unconscious bias, systemic inequality, inclusive communication, and strategic D&I implementation. The curriculum aims to build deep capabilities among participants, moving beyond surface-level understanding.
Addressing the 'Say-Do Gap'
The Elkins Program emphasizes practical application. Participants must develop and implement an equity-focused project within their own organizations, as outlined in the Program Syllabus. The project-based learning component bridges the common disconnect between D&I theory and real-world organizational change. Additionally, the program includes a mentorship component, pairing participants with established D&I leaders, according to the Program Handbook. The mentorship component directly confronts the 'say-do gap' where organizations declare D&I commitment but fail to implement effective strategies, as noted in a Dr. Chen Interview. By integrating projects and mentorship, the program aims to translate learning into tangible impact, but its true test lies in whether these individual efforts scale to broader organizational shifts.
