Illinois Public Health Institute Conference Northwestern Memorial Hospital

Transcription

1 Diversity At Northwestern Memorial Hospital: Building A Diverse, Inclusive & Culturally Competent Organization Presented To: Illinois Public Health Institute Conference Northwestern Memorial Hospital January 20 th, 2007 Presented By Sonja Boone, M.D. Director of Diversity Medical Director of Physician Recruitment Northwestern Memorial Hospital

2 Agenda Why Is diversity Important? An Introduction to Northwestern Memorial Hospital The Role of Strategic Planning Diversity at Northwestern Memorial Hospital Eliminating Disparities at NMH: The Health Research and Education Trust Study Diversity Best Practices: NMH Snapshot Summary and Discussion

3 Why Is Diversity Important?

4 Why Is This Important? It s at the core of who we are. It s a community responsibility It s a moral issue. It s a legal issue. There is a strong business case: Source of patients/market share To address workforce shortages Strategic advantage Enriches our organizations Improve capabilities more input/perspectives into what works Technical competency/quality Community expectations/relations Avoid regulatory/legal problems

5 An Introduction to Northwestern Memorial Hospital

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7 The New Northwestern Memorial Hospital

8 Northwestern Memorial Hospital Who We Are Second Oldest Hospital in Chicago (1865) Primary Teaching Affiliate of Feinberg School of Medicine of Northwestern University One of 125 Academic Medical Center Hospitals Community Hospital Serving Near North Side Great Urban Neighborhood Michigan Avenue Economically and Ethnically Diverse Most Preferred Hospital in Chicago Largest Hospital in Illinois and Growing Rapidly Nationally Recognized for Quality/Financial Strength/Quality Awards/Magnet Nursing Award Most Wired AA + Bond Rating

9 Northwestern Memorial Hospital Who We Are $30 Million/Year in Free Care $90 Million/Year in Unreimbursed Care One of the Largest Providers of Medicaid Services in the State of Illinois About the Same as Cook County Hospital Helped Form Community Health Centers (FQHCs) More than 35 Years Ago Continuous Relationships Community Health Services Major Focus of NM Foundation Kicking Off Major Initiative in Diabetes Care

10 Primary Service Area City of Chicago 1 Lake Michigan

11 Increasingly Diverse Community Largest Growth in Hispanic Population Population in the City of Chicago & PSA by Race/Ethnicity, * Population (Thousands) 1,400 1,200 1, Forecast 2008* White African- American Hispanic Asian Source: 1980, 1990 & US Census; 2008 Thirdwave 2003, Claritas

12 Northwestern Memorial Hospital Patient Profile Hispanic/ Latino 7% African American 20% Refused 1.3% Asian 1.2% White 47% Unknown 24%

13 America s Changing Demographics

14 The Role of Strategic Planning at NMH

15 Our Mission Northwestern Memorial Hospital is an academic medical center where the patient comes first. We are an organization of caregivers who aspire to consistently high standards of quality and cost-effectiveness. We seek to improve the health of the communities we serve by delivering a broad range of services with sensitivity to the individual needs of our patients and their families. NMHC is bonded in an essential academic and service relationship with the Feinberg School of Medicine of Northwestern University. The quality of our services is enhanced through their integration with education and research in an environment that encourages excellence of practice, critical inquiry, and learning.

16 Northwestern Memorial Hospital Strategic Plan: Goals To Provide the Best Patient Experience from the Patient s Perspective To Recruit, Develop and Retain the Best People who Share the Organization s Values and Achieve Results To Develop the Resources to Achieve Our Mission and Vision through Exceptional Financial Performance

17 Best Patient Experience Objectives Deliver the Most Effective Care Based on Clinical Evidence Deliver Care That is Safe and Without Error Coordinate Care So That it Meets Each Patient s Unique Needs Deliver Care That is Timely and Convenient Be the Trusted Source of Information Offer Advanced Expertise through Research and Education Provide the Best Physical Environment in Which to Receive Care Improve the Health of the Communities that We Serve

18 Best People Objectives Attract Highly Qualified and Dedicated Employees, Executives, Physicians and Trustees Assure Continuous Development and Learning to Achieve NM s Strategic Goals Be a Diverse, Inclusive and Culturally Competent Organization Assure a Meaningful Work Experience for Each Employee Utilize the Best Human Resource Practices Achieve High Standards of Leadership Performance

19 Best People Objectives Achieve High Standards of Leadership Performance Utilize the Best Human Resource Practices Attract Highly Qualified & Dedicated People Best People Assure a Meaningful Work Experience Assure Continuous Development & Learning Be Diverse, Inclusive and Culturally Competent

20 Diversity at Northwestern Memorial Hospital

21 Northwestern Memorial Hospital Diversity Organization Diversity Strategic Plan Based in Strategic Plan Specific, Measurable Objectives Incentive Compensation Linked to Success Senior Management Leadership Led by SVP Human Resources Reports Directly to Corporate CEO for this Strategy Full-Time Director of Diversity Physician Responsible for Both Employee and Physician Diversity Coordinated with Campus Partners Leader for Purchasing and Construction Inclusiveness Success in utilizing M/WBE for Redevelopment Project in $100 Million spend goal with MWBE Firms

22 Diversity Vision and Goals Vision and Goals of Diversity at NMH Vision: The Diversity Program at NMH should achieve Progress in the areas of Representation, Inclusion and Cultural Competency that is measurable and aligned with the Strategic Goals: BP, BPE and EFP. Goals: Diversity Strategy that exceeds Diversity Best Practices, and is aligned with organizational goals Develop Clear Metrics for Representation, Inclusion and Cultural Competency Model Diversity Best Practices for other AMCs.

23 Northwestern Memorial Hospital Diversity Elements Representation Inclusiveness Cultural Competence Our attempt to racially/culturally reflect the communities we serve How we create an environment that is welcoming to patients and staff Care delivery that is sensitive too and respectful of the patient s background & health beliefs Metrics: Numbers; Retention Business Diversity Goals Metric: Employee Satisfaction - Gallup Q 12 Metrics: Patient Satisfaction - Press Gainey/Survey

24 Employee Diversity Reflects Our Community % Minority at NMH and in the PSA (% of total NMH employees vs. % total PSA population) 51.0% 50.0% % Minority 49.0% 48.0% 47.0% 46.0% NMH Employees PSA 45.0% Year Source: Business Development and EEO Data

25 Medical Staff Diversity (2.7% to now 5.7%) Better Reflects our Community 6.00% 5.00% 4.00% 6.00% 3.00% 5.00% 2.00% 4.00% 1.00% 3.00% 0.00% 2.00% 1.00% 0.00% NMH * Minority Medical Staff NMH * Minority Medical Staff *3.5%-National Benchmark *3.5%-National Benchmark Fiscal Year of: 2006 Series1 Series1 Source : AAMC Statistic Data Source 2003 Minority: Underrepresented-Latino and African American Physicians Benchmark Source (AAMC): Underrepresented Minority Faculty at 119 U.S. Medical Schools (excludes Howard, Meharry, Morehouse, and 3 Puerto Rican Medical Schools).

26 Northwestern Memorial Hospital Diversity Initiatives Representation Youth Programs Welfare to Work Training Programs in Allied Health Medical Staff Diversity Initiative Ongoing Tracking of Diverse Talent Business Diversity (M/WBE Programs) Inclusiveness Flexible Work Programs Employee Awards and Recognition Mentoring Manager Training Employee Feedback Domestic Partner Benefits Diversity Webpage Cultural Competence Spanish Language Courses and Signage Interpreter Services Arts Program Patient Information Assistance for Disabled Patients Staff Training Patient Satisfaction Surveys Metrics: Numbers; Retention Business Diversity Goals Metric: Employee Satisfaction - Gallup Q 12 Metrics: Patient Satisfaction - Press Gainey/Survey

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28 Community Partners

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30 Northwestern Memorial Hospital Health Learning Center

31 HRET Disparities Study at NMH

32 NMH: HRET Disparities Study--Process Used Existing Techniques Approached as Institutional Process Improvement Project Used DMAIC Process (Six Sigma) Focused Process to Resolve Issues with Measurable Outcomes Implemented New Registration System to Collect Self-Reported Race/Ethnicity, Preferred Language, and Self-Reported English Proficiency Linked Previous Race/Ethnicity Data to JCAHO Quality of Care Measures: Acute Myocardial Infarction (AMI) Congestive Heart Failure (CHF) Pneumonia

33 NMH: HRET Disparities Study - Results No Substantial Differences in Care Blacks more likely to have a delay in the time to PCI for patients with ST-segment elevation myocardial infarction. Blacks had slightly lower rates of counseling for smoking cessation and self-management activities for patients with heart failure. But, Blacks had faster time for administration of antibiotics for pneumonia. Blacks had lower crude inpatient mortality rates for AMI, heart failure, & pneumonia.

34 NMH: HRET Disparities Study - Results No Racial/Ethnic Differences in Use of PCI for Acute MI Percent White Black Hispanic Other Race/Ethnicity

35 NMH: HRET Disparities Study - Results But, Blacks & Hispanics Received PCI Later than Whites <= 90 min min >=360 min Percent White Black Hispanic Other Race/Ethnicity

36 NMH: HRET Disparities Study - Results Overall Learning's Broad Issue and a Policy Problem Efforts to Resolve Still in Infancy Much Larger Issue than Clinical Quality it s Cultural Competence Community Responsibility Integral to Reaching our Business Goals Must Know Own Data before Can Address To Know Data, Must Have Well-Developed Healthcare Information Technology Systems

37 NM Diversity-Snapshot in Time Early 1990s CEO Engagement Diversity Training (one time only- 96) Office of Diversity Reinvigorated Increased Representation: Physicians Diversity Awareness Diversity Goals incorporated into Best People Strategic Goal Established Diversity Goals Alliance Building w/fsm and External Organizations Raised the Bar - Increased Representation Physicians Managers Metrics Diverse Talent Tracking Domestic Partner Benefits Diversity Council Established Executive Involvement AIP Goal - MD s -Mgrs Accountability Diversity Framework Shift Metric - Refined Improved Perception of NM Cultural Competency Diversity Training (Mgrs..) Mentoring Program Pilot Raise the Bar Higher Metrics-Refined: -Representation -Inclusiveness -Cultural Competency Broad Accountability Supplier Diversity Expansion Expand Training Compliance Compliance Compliance Compliance Compliance

38 Summary

39 Summary I. Diversity Best Practices -CEO, Medical School Dean & Leadership Commitment -Dedicated Diversity Officer -Dedicated Resources for Diversity Initiatives -Clear Metrics, Vision and Mission II. Continuous Diversity Benchmarking and Improvement III. Outstanding Communication Strategy

40 Question and Answer Discussion

41 NMH Information/Other Sources: Northwestern Memorial Hospital Diversity Department-Director: Sonja Boone, MD; The National Healthcare Disparities Report Office Of Minority Health Closing the Gap -

42 Diversity At Northwestern Memorial Hospital: Building A Diverse, Inclusive & Culturally Competent Organization Presented To: Illinois Public Health Institute Conference Northwestern Memorial Hospital January 20 th, 2007 Presented By Sonja Boone, M.D. Director of Diversity Medical Director of Physician Recruitment Northwestern Memorial Hospital