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

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Questions

Developing for Diversity & InclusionDuke Regional Hospital

Kathleen GalbraithPresident & CEO