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Developing for Diversity & InclusionDuke Regional Hospital
Kathleen GalbraithPresident & CEO
Developing for
Diversity & Inclusion National Center for Healthcare Leadership
2014 Human Capital Investment Conference
Katie Galbraith, MBA, President
Duke Regional Hospital
Agenda
• About Duke Regional
• Diversity & Inclusion at Duke University Health System
• Building a culture of inclusion and respect at Duke Regional
• Results
Durham County General ushered in a new era of healthcare by uniting the historically segregated Watts and Lincoln hospitals.
In 1976, Watts Hospital closed and all its patients and much of its equipment and staff moved to the new Durham County General Hospital.
Story our
The hospital’s name changed to Durham Regional Hospital in 1990 to better reflect the communities it served.
Our team of experienced and compassionate professionals continues to provide expert care with the personal touch and convenience that only a community hospital can offer.
In 1998, a partnership formed with Duke
University Health System. The agreement initially
leased the hospital to DUHS for 30 years and
was amended to an evergreen 40-year lease.
369 licensed beds
17,000 discharges
60,000 emergency visits
2,200 deliveries
13,000 surgeries
1,600 employees
750 physicians
To care for our patients, nurturing the sick and strengthening the well,
and to improve the health of the community we serve.
Mission our
Vision To be the best community hospital in North
Carolina by delivering high-quality,
compassionate, patient-focused care in
collaboration with our physicians and Duke
University Health System
our
Community Durham is a vibrant, creative, diverse community in the heart of North Carolina
• Known as the City of Medicine
• Population 284,000; 38% African American; 14% Hispanic origin
• Named 2012 Most Tolerant City in the US by The Daily Beast/Newsweek
our
• December 2001, Ben Reese, VP, Office of Institutional Equity, Duke
University, suggests Diversity Leadership Group (DLG) model
• Early 2002, Duke University Hospital creates a DLG with
participation of senior leaders and a cross-section of staff
• Mid 2000’s, DLGs formed in all three hospitals and within our Patient
Revenue Management Organization (PRMO) and a system-wide
DLG was formed
• In 2012, an Executive DLG was created to focus on increasing
diversity at senior levels, cultural competence strategies and health
disparities
Context historical
Executive Diversity Leadership
Group (DLG)
DUHS DLG
Duke University Hospital
Duke Regional Hospital
Duke Raleigh Hospital
Patient Revenue
Management Org.
Journey In 2008 Duke Regional committed to building a culture of diversity, inclusion and respect
• Defining Diversity
• Executive Diversity Dialogues
• Diversity Training
• Patient and Employee Diversity Teams
our
leadership it started with
• Two teams – Patient and Employee – comprised of front-line
employees, managers and senior leaders (transitioned to one team
in 2013)
• Checked titles at the door
• Each team identified two to three annual priorities/goals, such as
– Training all team members in diversity and inclusion
– Enhancing employee development
– Improving work culture for third shift
– Ensuring the best care for LGBT patients
• Reported twice a year to Executive Leadership
Diversity Teams our
• Annual leadership talent review
– Identify critical positions and critical talent
– Create development plans
– Align talent with positions
• Executive Fellowship
– 18-month program
– Up to five fellows nominated by their senior leader and selected
following rigorous interview process
– 75% work/25% fellowship
succession planning &
Recruitment
our
4
4.1
4.2
4.3
4.4
FY09 FY10 FY11 FY12 FY13 FY14
4.15 4.184.26 4.29
4.324.39
Diversity Survey Question -My Entity Values Employees from Different Backgrounds
3.7
3.8
3.9
4
4.1
4.2
FY09 FY10 FY11 FY12 FY13 FY14
3.9
4.03
4.124.16
4.134.18
Workforce Commitment Score
0
5
10
15
20
25
FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14
21.118.4
15.8
11.3 10.3 11.3 11.5 12.2 13.5
Employee TurnoverTermination %
Progress
• Recognized as a leader in LGBT Healthcare by HEI three
years in a row
• Improved diversity leadership profile
– 25% of Executive team are minorities; 50% are female
– 32% of managers are minorities, 73% are female
– 43% of nurse managers are minorities; 14% are male
– Opportunity still exists to increase diverse hires for directors and non-nursing managers
SEARCH project
Questions
Developing for Diversity & InclusionDuke Regional Hospital
Kathleen GalbraithPresident & CEO