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Diversity and Inclusion Strategies
ANNUAL REPORT 2012
In This Report
Letter from the Executive Diversity Strategy Team Co-Chairs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Wheaton Franciscan Healthcare Mission Integration Policy and Plan.. . . . . . . . . . . . . . . . . . . . . 4
Wheaton Franciscan Healthcare System Diversity and Inclusion Strategic Plan . . . . . . . . . . . . 4
Wheaton Franciscan Healthcare Diversity Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Diversity Model: Workplace.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Certified Nursing Assistant (CNA) Scholarship program; Youth Apprenticeship Program; Alverno
Bilingual Scholars Program; Black Achievers Program; National Black Nurses Association
Scholarships; Certified Nursing Assistant Program
Wheaton Franciscan Healthcare System Diversity Index – Associate Partnership Survey. . . . 9
Wheaton Franciscan Healthcare – 2011 Diversity Index Analysis. . . . . . . . . . . . . . . . . . . . . . . . . 10
Cultural Competence Education. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Diversity Model: Marketplace. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Interpretation and Translation Services
Diversity Model: Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Community and Patient Education, Engagement, and Sponsorships in Southeast Wisconsin
Best Practices in Cultural Competence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Systemwide Practices
Market-Based Diversity Strategy Teams. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Wheaton Franciscan Healthcare – All Saints
Continuing Care and Clinical Operations
Corporate Services
Wheaton Franciscan Healthcare – St. Francis and Metro Physicians
Wheaton Franciscan Healthcare – Franklin and Midwest Orthopedic Specialty Hospital
Wheaton Franciscan Healthcare – Iowa
Marianjoy Rehabilitation Hospital
Wheaton Franciscan – Elmbrook Memorial, St. Joseph, and The Wisconsin Heart Hospital Campuses
Looking Ahead to FY13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
FROM THE EXECUTIVE DIVERSITY STRATEGY TEAM CO-CHAIRS
At Wheaton Franciscan Healthcare, our diversity and inclusion strategy is rooted in
our Mission. From St. Francis of Assisi’s focus on inclusion to our sponsors’ concern
with caring for the whole person, diversity and inclusion strategies have played an
integral part in shaping the culture of our organization.
In FY12, our Diversity Model was updated to align with and support our Associate
and Patient Experience. The new model ensures that the focus areas of Workforce,
Marketplace, and Community are clearly aligned to assure the success of our
Employer and Provider of Choice goals.
Our Diversity and Inclusion Strategies Annual Report showcases the work
completed at the system level and by each of our market-based diversity strategy
teams. This year, many of the teams dedicated their work to enhance the cultural
competency of our leaders, physicians and staff through diversity and/or cultural
competence education.
We are proud of the progress made at every level of our organization. We know that
without every associate and leader focusing on ways to be more inclusive with our
patients and associates, we would not be able to achieve our goals.
Thank you for all that you do each day to assist the organization in achieving our
goals of having “an inclusive associate and patient care environment, where all
patients and associates feel welcomed.”
Sincerely,
John D. Oliverio
President and Chief Executive Officer
Wheaton Franciscan Healthcare
Theresa D. Jones
Vice President, Diversity and Inclusion Strategies
Wheaton Franciscan Healthcare
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Wheaton Franciscan Healthcare
Mission Integration Policy and Plan
Our Mission Integration Policy provides guidance for our Diversity and Inclusion Strategies
throughout the organization. Three objectives must be met by every Wheaton organization:
1. Every organization will have educational and operational resources in place that
provide all associates with the means to understand and address the presence and
implications of ethnic, racial, cultural, language, sexual orientation, gender identity
and religious diversity, which exists in the people who serve and those who come
to be served.
2. Regional/site leadership will recognize and promote a diverse workforce that reflects
the local community being served, and provide equal opportunity for hire, promotion
and achievement at all levels of the organization.
3. Every organization will integrate culturally competent care practices into the delivery
of patient/resident and family centered care.
Annually, the Diversity and Inclusion Strategies Department develops a system Mission
Integration Plan and each market develops a Diversity and Inclusion strategic plan to ensure
that our work continues to support our Mission, Vision and Values, our Franciscan Heritage,
and our Catholic Identity.
Wheaton Franciscan Healthcare System
Diversity and Inclusion Strategic Plan
Highlights of the FY12 Diversity and Inclusion Strategic Plan are listed below:
1. Every hospital will ensure compliance with Joint Commission Standards on patient/
family-centered care practices by auditing its FY11 action plan and addressing any
identified improvement opportunities by January 2012.
Outcome: Audits were conducted in each market by following the route of admission
for patients from the Emergency Department through admission to the inpatient
setting, a review of the patient’s medical record for race, ethnicity and language
documentation, and conversations with clinicians to ensure that they knew what to do
if the patient needed an interpreter and could locate the qualifications for interpreters.
Our associates are now able to respond to these questions, and the patient’s medical
record now reflects the patient’s race, ethnicity, and language. This work assists our
organization in ensuring Joint Commission compliance, but more importantly ensures
that we are able to effectively provide safe, culturally and linguistically appropriate care
for all Wheaton patients.
2. Implement Wheaton Franciscan Healthcare Ministry Leadership Mentoring Program.
Outcome: This program connects leaders across the Wheaton system to share
knowledge and further develop ministry leadership competencies. In FY12, 91 leaders
participated in the program as either a mentor or mentee. New to the program were
group mentoring opportunities where leaders connected with other leaders who were
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looking to build common competencies. Leader evaluations of the program were
positive and revealed great value in developing the competencies of self-awareness
and relationship management. Leaders met both in person or leveraged technology
meeting by phone, Skype, or videoconferencing to ensure their mentoring relationship
was maintained. This program will serve as the foundation for building a culture of
mentoring at Wheaton Franciscan Healthcare.
3. Implement System Physician Diversity Strategy Team.
Outcome: Key to providing culturally competent care for our patients are physicians
and clinicians who are knowledgeable about best practices in the care of diverse
populations. In FY12, a new Physician Diversity Strategy Team was formed. This team
has focused on development of educational opportunities for physicians and clinicians.
In FY12, all Wheaton employed physicians participated in an online educational
opportunity on cultural competence or received a Physician Cultural Competence
Education sheet to highlight best practices in cultural competence.
4. Hire, promote, and retain a diverse workforce.
Outcome: In FY12, a new Diversity Recruitment Strategy was developed and
implemented to ensure that the organization is able to achieve its goals of having
both diverse leadership teams and associate populations that mirror the patient
populations that we serve. A new Diversity Recruitment Team was formed to focus
on creative strategies for sourcing diverse candidates. A diversity recruitment guide
was developed that identified professional organizations for each occupational group.
Recruiters now have a resource for placing ads. Four executive search firms were
secured to assist in identifying diverse talent at the Director level and above. Recruiters
now conduct a focused search for seven days prior to sending resumes to the hiring
leader. Hiring recommendations were also reviewed at the point of offer to assure that
opportunities to hire a diverse candidate were not missed. This focused work assisted
the organization in achieving its diversity hiring objectives in Southeast Wisconsin for
the first time in several years. This team was led by Leslie Galloway-Sherard, Director,
Diversity and Inclusion Programs, and Paula Bohne, Manager, Human Resources.
To ensure appropriate accountability, outcomes of this work are reported quarterly
to the APPEX team and Executive Diversity Strategy Team, and annually to the
Wheaton Board and our Sponsors.
5. Implement and manage workforce development programs in Southeast Wisconsin
and Iowa.
In FY12, several workforce development programs were developed and implemented
to increase health care knowledge, assist workers in degree completion, and to prepare
for new careers. The following programs were implemented during the year:
• The Black Achiever’s Program (Minority Youth Mentoring Program – 1 Participant)
• Certified Nursing Assistant Program (34 incumbent participants)
• Associate degree in Nursing completion program (5 associates)
• Wheaton Bilingual Nurse Scholarship Program – (3 Alverno College of Nursing
students of color received scholarships)
• Youth Apprentice Program – (4 high school students of color worked as
Certified Nursing Assistants during the school year)
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6. Implement cultural reference sheets for patient populations served by
Wheaton Franciscan Healthcare
Easy access to cultural information for our care providers helps them provide care that
is respectful and recognizes our patients as individuals with unique physical, emotional,
spiritual and cultural needs. Electronic resources were developed to provide specific
cultural information for our high volume patient populations. Links to the Providers
Guide to Quality and Culture and Cultural Profiles were made available from the
Diversity page of the Tau Net. Profiles were developed for patients who are AfricanAmerican, Arab Americans,
Asian Americans, Central Asians,
Hispanic/Latinos, Muslims,
Native Americans, Pacific-Islanders
and South Asians. The profiles
detail common generalities about
the patient’s beliefs on health, diet,
religion and spirituality, birth, end
of life and other factors. These
sheets have been placed on
regional intranets for ease of
access by our physicians and
clinicians when caring for
diverse patient populations.
Wheaton Franciscan Healthcare Diversity Model
In order to be effective, diversity and inclusion strategies must always align to the business
imperatives of the organization. To ensure alignment, the Executive Diversity Strategy Team
approved a change in the diversity model used to guide the goals and strategies that are
developed at Wheaton Franciscan Healthcare. In FY12, the model was changed to show
the tie to supporting the associate and patient experience. This new model ensures that
the organization and community understand that the ultimate outcomes of this work are
focused on assuring both associate and patient satisfaction.
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Wheaton Franciscan Healthcare Diversity Model
The Associate, Patient and Family Experience
Workplace
Focus on Associate and
Leadership Engagement to create
an inclusive culture at Wheaton
Franciscan Healthcare
• Enhance our knowledge of
Diversity, Cultural Competence,
Inclusion and Engagement and
understand their tie to WFH
Mission, Vision and Values, patient
services and workplace culture.
Workforce
Focus on a Balanced Workforce
• Develop and implement
strategies to attract, select,
develop, promote and retain
diverse talent representative of
the communities that we serve.
• Leverage learning strategies to
increase diversity and cultural
competency, and associate and
patient satisfaction to engage
associates and leaders in creating
an inclusive culture.
Community
Focus on Building Alliances with
our Patients, their Families and
the Community
• Expand strategies that build
relationships with organizations
that serve diverse populations.
• Leverage our relationships and
knowledge of these stakeholders
and their needs to improve patient
service, create programs, trainings
and sponsorships that positively
impact the associate and patient
experience and the communities
we serve.
Diversity Model: Workplace
Research shows that patients appreciate having caregivers who share a common
background or experiences that can help to build trust in the care provider and health
system. This concept is known as cultural concordance. Achieving cultural concordance
through a workforce that is reflective of our communities is the goal of our diversity
recruitment and workforce development efforts. In FY12, we developed and implemented
several programs to attract, select, develop, promote and retain a diverse workforce.
Certified Nursing Assistant (CNA) Scholarship Program
In partnership with the Milwaukee Area Workforce Investment Board, we were able to offer
39 associates tuition scholarships to assist them in obtaining CNA training. The scholarships
enabled associates to gain the training and certification needed to move into an entry level
patient care role. Classes were offered for associates at times convenient to their schedules,
at a Wheaton facility or with a local vendor. To date, six associates have moved into new
roles and two associates are continuing their education in pursuit of nursing degrees.
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Youth Apprenticeship Program (YAP)
In partnership with Milwaukee Public Schools, Wheaton Franciscan – St. Joseph Campus
hired five high school students of color as Patient Care Associates. These high school juniors
and seniors are paid to work 20 hours a week in patient care taking vital signs, updating
charts, and completing rounds with nurses. Wheaton Franciscan – St. Joseph Campus is
the only acute-care hospital in the Milwaukee area to offer this opportunity to MPS students.
In order to graduate from the program and high school, the students must work a minimum
of 450 hours. Three of the students have completed all the requirements of the program.
Two will stay on as PCAs while they attend nursing school. The long-term goal is to have
the students secure Nurse
Intern positions and become
RNs after graduation from
college. This strategy is
a part of our continuing efforts
to identify students of color
early in their health care careers
and provide mentoring and
development as they seek to
obtain professional degrees.
Alverno Bilingual Scholars Program
In partnership with the Milwaukee Area Investment Board, tuition scholarships were
provided for three Hispanic nursing students at Alverno College. These students will work as
Nurse Interns at Wheaton Franciscan Healthcare – St. Francis in the fall of 2012. This
program is designed to meet an emerging need for bilingual nurses who can more effectively
serve our growing Hispanic population at St. Francis. Our long term goal is to promote these
students upon graduation into RN roles.
YMCA of Greater Milwaukee – Black Achievers Program
Santana Deacon, a Physical Therapist at the
Wheaton Franciscan Healthcare – Franklin
Performance Center, was selected to represent
Wheaton in the YMCA Black Achievers Program
for 2011-2012.
As a Black Achiever, Santana volunteered 54 hours
to the Black Acheivers program. Santana worked
on the Scholarship and the Fundraising committees.
The Scholarship committee is responsible for
selecting Teen Achievers for college scholarships.
The Fundraising committee supports all fund-raising activities for Teen Achievers events
such as the Black College tours and the Teen Summit.
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In support of our commitment to diversity and pre-college student development,
Wheaton Franciscan Healthcare continues to sponsor the YMCA Black Achievers Program.
This program is a national college readiness initiative designed to help teens of color set
and pursue high educational and career goals. The program has been in Milwaukee for
nearly 30 years and has helped 2,500 young people thanks to nearly 1,000 adult volunteers.
The Black Achievers including volunteers like Santana serve as role models to inspire the
Teen Achievers to greater heights through academic support, career awareness and
leadership development.
Racine/Kenosha Chapter and the Milwaukee Chapter
National Black Nurses Association Scholarships
Wheaton Franciscan Healthcare provided scholarships to three African-American Nursing
students. The National Black Nurses Association was founded in 1971 to provide a forum for
collective action by African American nurses to investigate, define and determine the health
care needs of African Americans, and to implement change to make available to African
Americans and other minorities health care commensurate with that of the larger society.
The local chapters support this mission by providing scholarships to increase the number
of African American nurses in our communities.
Certified Nursing Assistant Program: a partnership between Gateway
Technical College and Wheaton Franciscan Healthcare – All Saints
With funding from the Health Professional Opportunity Grant Program, Wheaton Franciscan
Healthcare – All Saints worked with Gateway Technical College to provide CNA training for
13 entry level associates. These associates participated in a six week training program and
recently graduated and passed their CNA certification exam. Several of these associates plan
to continue their education and pursue other degrees. Many of them have already been
placed into new roles as CNAs within the organization.
Wheaton Franciscan Healthcare System
Diversity Index – Associate Partnership Survey
Every 18 months, associates are asked to provide feedback on their perceptions of diversity
and its impact on providing services to diverse populations and in the workplace. We realize
that associate perceptions differ by race and ethnicity and this year have been able to obtain
data that helps us better understand these differences. This allows us to explore and better
understand differences in workforce
Diversity
perceptions of our organization. This
Index
Definition
data will assist us in doing further analysis
Legend
through focus groups and then develop
action plans to improve the satisfaction
Lowest score in category or in
RED
site’s index report – may signal
and engagement of diverse associates.
need for further analysis
In FY12, we are pleased to report positive
improvements in all scores on diversity
related questions.
BLUE
Highest mean score
GOLD
System score
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Wheaton Franciscan Healthcare – 2011 Diversity
Index Analysis
Wheaton Overall Diversity Score – System Rollup
N
2011
Mean
Score
All Facility
DB Main
Score
Change
in Mean
Score
Wheaton Overall Diversity Score
8753
77.7
I am satisfied with the manner in which
my direct manager handles complaints,
grievances and problems.
8647
65.7
68.7
+2.8
This organization is respectful of diffs such
as gender, race/ethnicity, religion, age, etc.
8641
80.2
82.6
+2.3
My direct manager is respectful of
associate’s differences such as gender,
race, religion, age or cultural beliefs.
8648
82.5
83.4
+1.8
My direct manager treats me with dignity
and respect.
8660
79.0
83.3
+1.8
Associates are respectful of patient
differences such as gender, race/ethnicity,
religion, age, sexual preference, or cultural
beliefs.
8604
81.6
83.3
+2.0
+2.1
Observations:
• All mean scores showed positive increases in Mean Score
• Lowest Mean score on “Direct manager handling of complaints”
• Highest Mean score on “Direct manager respect of associate differences”
• Greatest positive increase in mean score on “Direct manager handling of complaints”
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The following charts reflect associate perceptions based on race/ethnicity:
Wheaton Franciscan Healthcare Diversity By Race/Ethnicity
Race/Ethnicity
Satisfied
w/direct
manager
handling of
complaints
Respect:
gender,
race,
religion,
age
Direct
manager
respects
differences
Direct
manager
treats me
w/dignity
and respect
Employees
respect
patient
differences
African American
64.4
71.7
76.6
76.0
73.2
Asian/Pacific
Islander
72.2
81.3
82.8
81.3
82.9
Caucasian
65.7
81.1
83.3
79.5
82.4
Hispanic/Latino
66.8
79.6
80.7
78.6
80.0
Native American/
Alaskan
41.7
66.7
74.4
69.2
76.9
Other
79.2
87.5
83.3
83.3
83.3
2 or More Races
69.6
84.1
82.6
78.3
87.0
System Overall
65.7
80.2
82.5
79.0
81.6
Observations:
• Native American/Alaskan Native has lowest score on 4 of 5 diversity questions.
• “Direct manager handling of complaints” has lowest overall system score.
• “Direct manager respects differences” has highest system overall score.
• African-American race has lowest score on “Employees respect patient differences.”
• Two or more races scored highest on “Employees respect patient differences.”
• Caucasian scored highest on “Direct manager respects differences.”
• “Other” scored highest on four of five Diversity Index questions.
Recommendations:
• Conduct focus groups to better understand viewpoints of Caucasian, Native
American/Alaskan and African American, bi- or multi-racial and their viewpoints.
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We also know that the perceptions can be different based on the level of an associate’s
position within the organization. The table below shows associate perceptions based on
job category.
Wheaton Franciscan Healthcare Diversity By Position
Satisfied
w/direct
manager
handling of
complaints
Respect:
gender,
race,
religion,
age
Direct
manager
respects
differences
Direct
manager
treats me
w/dignity
and respect
Employees
respect
patient
differences
Sr. Leadership
90.3
95.0
95.4
93.9
89.8
Management
81.8
88.2
90.8
89.8
87.3
Supervisors &
Coordinators
74.8
85.5
87.2
84.5
85.9
Clinical
Professionals
68.3
84.2
86.8
82.2
84.6
Fiscal/Admin
Services
70.0
81.4
85.0
82.2
84.6
Service Worker
64.8
77.0
77.2
75.5
80.9
Office/Clerical
63.9
79.1
81.1
78.3
79.8
RN
62.8
78.6
82.3
78.0
80.5
Maintenance
63.0
80.7
77.2
72.8
83.5
Technicians
60.1
78.6
80.1
75.5
81.3
Nursing (LPN,
CNA)
61.1
76.7
77.8
73.1
80.0
Security
65.7
70.5
75.9
75.5
68.1
System Overall
65.7
80.2
82.5
79.0
81.6
Position
Observations:
• Sr. Leadership scored highest on all diversity index questions.
• Service workers and Maintenance workers scored lowest on “Direct manager
respects differences.”
• Technicians scored lowest on “Satisfied with direct manager handling of complaints.”
• Security scored lowest on “Respect: gender, race, religion, age” and “Employees
respect patient differences.”
• Maintenance workers scored lowest on “Direct manager treats me with dignity
and respect.”
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• Lowest system overall score on “Satisfied with direct manager handling of complaints.”
• Of leadership roles, Supervisors and coordinators scored lowest on “Satisfied with
direct manager handling of complaints.”
Recommendations:
Focus groups should be held with:
• Service and maintenance workers to better understand perspective on “Direct manager
respects differences.”
• All categories regarding “Direct manager handling of complaints”
• Security personnel to understand perspective on “Respect for patient differences”
• Supervisors and coordinators on “Satisfied with direct manage handling of complaints”
Our last area of focus was to understand associate differences by age. The following chart
reflects the differences in associate perceptions based upon their respective generation.
Wheaton Franciscan Healthcare Diversity By Age
Satisfied
w/direct
manager
handling of
complaints
Respect:
gender,
race,
religion,
age
Direct
manager
respects
differences
Direct
manager
treats me
w/dignity
and respect
Employees
respect
patient
differences
1945 or earlier
(Vets,
Traditionalists
or Silent
Generation)
75.5
81.8
87.5
85.3
83.6
1946 – 1964
(Baby Boomers)
65.5
79.6
82.1
78.8
81.9
1965 to 1983
(Generation X)
65.6
80.5
82.8
79.1
80.7
1984 or later
(Generation Y
or Millenials)
65.8
82.5
83.9
80.1
83.0
System Overall
65.7
80.2
82.5
79.0
81.6
Age/Generation
Observations:
• 1945 or earlier scored highest on 4 of 5 Diversity Index questions.
• 1946-1964 scored lowest on 4 of 5 Diversity Index questions.
• 1965-1983 scored lowest on “Employees respect patient differences.”
• 1984 or later scored highest on “Respect for gender, race, religion and age”
• Lowest system score on “Satisfied with direct manager handling of complaints.”
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Recommendations:
Conduct focus groups with:
• Baby boomers to determine perception on first four questions on diversity index
• Millennials on “Employees respect patient differences.”
• All groups on “Satisfied with direct manager handling of complaints”
In FY13, we will explore doing focus groups where there are significant differences in
associate perception to assist us in understanding how we can better meet the needs
of our associate populations.
CULTURAL COMPETENCE EDUCATION
• Physician Cultural Competence – Physicians are a key partner in delivering culturally
competent care. This year, we continued our strategy of developing training to meet
the site specific needs of our physicians. This education has been integrated with the
New Physician Orientation Program and the Annual Education for Physician processes
to ensure that we connect with every physician that provides care at a WFH facility.
• System education – The Spring 2012 all
associate training focused on the diversity
dimension of disability. This online learning
module provided information on the
Americans with Disabilities Act and
Rehabilitation Act of 1973 and their impact
on our work and patient care environments.
Specific strategies and resources were
identified to support associates and patients
with disabilities and to work effectively with
individuals who have disabilities.
• Interpretation and Translation Services –
Additionally, continuing education on
the use of Interpretation and Translation
Services was provided with a focus on
mission, compliance, demographics,
and resources.
• These online educational opportunities
support the organization’s goal of assuring
all associates, leaders and physicians
receive continuing cultural competence
education annually.
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Site-Based Cultural Competence Education
• Several Wheaton Franciscan Healthcare market-based diversity teams developed
education to support associates in delivering culturally appropriate care based on the
top three race/ethnic groups within their patient population.
• Programs were delivered on the Hmong, Hispanic and Muslim/Hindu patient. In an
effort to reach more associates, teams partnered with Clinical Education and added
contact hours for the Hmong and Hispanic sessions.
• This method of education integration, delivered at the site level, is more effective as
it is designed at the site and able to be tailored to specifically meet the needs of the
populations served.
Diversity Model: Marketplace
Interpretation and Translation Services
Many of us struggle to understand the complexities of health care in our own daily lives.
Now imagine that you don’t speak English.
Communication or the ability to share, receive, and process information is at the core of
delivering health care services. Interpreters at Wheaton Franciscan Healthcare facilitate
essential communication and sometimes life-saving conversations in 49 different languages.
Language is just one of the complexities of serving diverse communities. Interpreters
also serve as cultural brokers and help to identify potential cultural barriers to desired
health outcomes.
With increased emphasis on patient/provider communication called for by Meaningful Use
requirements, The Joint Commission and the Office of Civil Rights, Wheaton continued its
focus in FY12 on associate awareness and education as well as the identification of patient
language needs at the point of access.
Combined system efforts in FY12 included:
• Language identification – Collaborative efforts with IS, Patient Access, and Quality
resulted in consistent system practices on the collection of patient race, ethnicity and
language data at the point of access. This information is now available on the patient’s
“face/information sheet,” which is a national best practice recommendation that
allows providers to better prepare for the individual needs of each patient.
This work yielded increases in language access across the System in support of excellent
patient/provider communication. In Southeast Wisconsin, for example, access to language
services increased 19.4% over FY 11, and the number of languages served increased from
41 to 49.
Additionally, a renewed effort on quality of language services rendered resulted in
106 language assessments administered to Interpreters, other bilingual associates, and
nurse interns – 88 more than in FY11. This focus assures that our care providers are
competent to provide medical interpretation for our patients.
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Regional data
Illinois
• Of 22 languages served, top 5 are:
Spanish
15%
3%
3%
Urdu/Gujarati
5%
Polish
5%
69%
Italian
Mandarin
Other 17 Languages
Iowa
• Of 15 languages served, top 4 are:
1% 1%
tBosnian
10%
Spanish
48%
40%
ASL/Sign
Vietnamese
Other 10 Languages
Southeast Wisconsin
• Of 49 languages served, top 5 are:
2% 1%
2%
7%
3%
Spanish
Hmong
ASL/Sign
85%
B/C/S
Burmese
Other 44 Languages
The diversity of patient languages served at Wheaton Franciscan Healthcare continues to
expand. With growing demands in language access over the past few years, we look forward
in FY13 to exploring new technology options, such as platforms for video interpreting.
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DIVERSITY MODEL: COMMUNITY
Community and Patient Education, Engagement,
and Sponsorships in Southeast Wisconsin
Population health management has been a focus of our Community and Patient Health
Education Services Department for several years. The department understands that
delivering community education requires creative strategies to reach the many diverse
populations that we serve. In FY12, education was delivered throughout Southeast
Wisconsin in a variety of community settings including churches, businesses, and
community organizations.
Community Health Education Programs – Our community outreach efforts have continued
to provide culturally appropriate education to the communities that we serve. We have a
dedicated staff with a passion to serve the community and believe that providing evidencebased health information and giving individuals the knowledge and tools to maintain their
health is our way of helping the community become stronger, healthier, and better.
• The Heart Truth Program was a year-long grant funded initiative to provide education
to women on heart disease and encourage women to take the next step to ensure that
they received their annual heart disease screenings. Through other outreach efforts, we
realized that women aren’t aware of the screening test to evaluate their risk factors for
being diagnosed with heart disease. We also learned that women, who have had these
screening tests, didn’t know what their results were or what the results meant for their
health status.
To assist us in outreach, we enlisted the services of Pamela Robbins, a retired
Registered Nurse, who had multiple community contacts and her own Health Ministry
at Christ the King church. Pamela was responsible for conducting health education
programs as a part of a faith-based educational initiatives strategy. She worked to
organize heart health presentations at multiple churches and senior centers in the
community. A large component of our outreach program focused on lifestyle behavior
changes that women could make with a primary focus on healthy eating. We provided
each woman that we educated with a heart healthy cookbook that shared traditional
recipes with a healthier food preparation. Pamela was instrumental in adding a cooking
demonstration to some of the programs which had a tremendous positive impact in
the program.
During the Heart Truth Program, Pam shared her story of coping with terminal cancer
in an attempt to encourage women to take action and be in control of their health.
As a result of these efforts, we were able to educate 417 women. We were also
successful in encouraging 50% of the women educated to take the action of finding
out what their numbers were by getting the recommended screening. This effort
resulted in a 63% screening rate.
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• The African American Phenomenal Woman Breast Cancer Outreach Program was
tailored after our Su Salud Latino outreach program. This was our first year providing
breast health education and navigation services to African American women and we
surpassed our goals of educating 150 women. We educated 234 women and provided
102 women with navigation services to make sure they received their mammogram.
Through navigation, we helped to eliminate financial, transportation, and other
access-to-care barriers. We also helped to eliminate the fear that some women had by
accompanying them to their appointments to serve as a support person. The success
of our program has led to another year of grant funding from the Susan G. Komen
Foundation for the Cure.
Community Partnerships – Community Partnerships have been an integral part of our
Community and Patient Health Education Department. Our department has served on
many local and state-wide taskforces and planning councils to provide community education
and outreach.
• The American Cancer Society had three opportunities for Wheaton Franciscan
Healthcare to participate in the development of community focused programs:
1. Sankofa 8th Annual Cancer Education Forum – Wheaton Franciscan Healthcare
helped to plan this event that targeted African Americans to educate them on
breast, cervical, and colorectal cancers. Our Wheaton Franciscan Medical Group
physicians provided education on colorectal cancer. Wheaton also utilized our
resident Chef who provided an on-site cooking demonstration and provided the
healthy meal to the participants. Wheaton Franciscan Healthcare associates
supported the event by volunteering their services to make sure the event was
a success. This event had over 300 people in attendance.
2. Dia de la Mujer – This annual event is targeted to the Hispanic community with
cancer education and clinical breast exam screenings. Wheaton Franciscan
Healthcare supported this event with a breast health education booth and
coordinated all the volunteers for the event. This event reached 275 participants.
3. Community Health Worker Education Conference – Wheaton Franciscan Healthcare
participated on this planning committee to provide education for Community Health
Workers to help them effectively work with diverse communities. The conference
provided a cultural presentation and panel discussions from the Hispanic, African
American, Asian, and Native American populations teaching workers how to do
outreach and build relationships in those communities. Wheaton provided a
breakout session from our Oncology Patient Navigator and provided the continuing
education credits for this conference.
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• Women of the World Conference (WOW) – WFH has been a sponsor of this
community education program for a number of years and this year we supported
this event by serving on the planning committee. WOW is led by the National Kidney
Foundation to target women by providing educational presentations on a number of
health topics and an educational session on financial literacy to help women budget
as health care expenses continue to increase. Wheaton provided the coordination of
the “Ask the Experts” component of the conference. Wheaton Franciscan Healthcare
experts included a Diabetes educator, Dietitian, Renal Disease Nurse Practitioner, and
Dermatologist. This event had 700 participants.
Community Sponsorships – In Southeast Wisconsin, Wheaton Franciscan Healthcare’s
Community Sponsorships Committee works to support organizations that provide services
that support our Mission, diversity, health care and community services. In these economic
times, many community organizations struggle to continue to provide services due to
decreased funding. In FY12, we have been able to help many of these groups offer support
to the Milwaukee area community:
• Best Buddies of Wisconsin
• Black Health Coalition of Wisconsin
• Dr. Martin Luther King, Jr. Celebration and Day of Service
• Feeding America
• Hispano American Medical Association
• Hispanic Chamber of Commerce
• Greater Galilee Community Outreach, Inc.
• Hispanic Professionals of Greater Milwaukee
• Independence First
• Infant Mortality Summit
• Milwaukee Area Tennis Education Association
• Milwaukee Hmong Consortium
• Milwaukee Muslim Women’s Center
• Milwaukee Public Schools Back to School Fair
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• Milwaukee Rescue Mission
• NAACP/Milwaukee
• Sharp Literacy
• Social Development Corporation
• St. Ben’s Community Meal Program
• Susan G. Komen for the Cure
• Teen Challenge
• The Milwaukee Times Black Excellence Awards
• The Phillipine Medical Association
• United Community Health Center
• Yeshiva Elementary School
• YMCA Black Achievers of Greater Milwaukee
BEST PRACTICES IN CULTURAL COMPETENCE
Patient Demographic Data Collection Team
The Joint Commission’s 2012 New and Revised Standards for Patient-Centered
Communication for Hospitals requires the collection and documentation of race, ethnicity
and preferred language for the patient and the care provider. In partnership with the Patient
Access Department and Information Services, race, ethnicity and language data entry fields
were updated to support these requirements. Associate training was also provided to ensure
that we meet the standards at the first point of patient access. Work will continue in FY13
to add the fields of Disability and to create a process to audit and update all patient
medical records.
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MARKET-BASED DIVERSITY and INCLUSION STRATEGY TEAMS
At Wheaton Franciscan Healthcare, we understand that to effectively serve diverse
populations, strategies are best developed by those associates and leaders who understand
the nuances and cultures of their markets. Our market-based diversity strategy teams are
based on this concept as they create forums for associates and leaders to work together
to meet the needs of specific and unique populations.
The following reports reflect the creative strategies developed in each of the markets:
Wheaton Franciscan Healthcare – All Saints Diversity and
Inclusion Strategy Team
In FY12, the All Saints Diversity and Inclusion Strategy team focused its work in the
following areas:
Strategic Goal 1: To develop and maintain relationships with people, organizations and
services in the community that we serve.
“Roadmap to Healthier Futures”
Health Expo – The All Saints
Diversity Strategy Team
developed a plan to address
specific health care disparities
that are impacting the
immediate community
through the Health Expo.
In collaboration with Racine
African American Health
Coalition and United
Healthcare, on October 1, 2011, the team focused on increasing health literacy, addressing
childhood obesity, and accessing primary care. Demographics from the health fair:
• 400 adults and children attended the fair
– 58% were insured through Badger Care/T19, Medicare, or Medicaid
– 21% had Spanish as their primary language
– 39% African American, 29% Hispanic, 29% White, and 7% other
– 87% had a regular doctor
• 47 different health fair booths were available:
– 21 outside community vendors
– 26 offered by Wheaton
departments
In addition, Gateway Technical College
presented live food demonstrations
featuring healthy methods to prepare
ethnic food, and The YMCA held
fitness demonstrations to encourage
active lifestyles.
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Following the Health Expo, All Saints received positive feedback from community partners
and our Wheaton departments. Many of them indicated that they were able to make
connections with individuals and help them access needed services. The All Saints
Diversity Strategy team is planning its second annual event to be held in November of 2012.
Community outreach education series – In an effort to address health disparities, increase
health literacy, and build a connection with the community, the All Saints Diversity and
Inclusion Team started a community education series. Their first event was held in May 2012
and was titled, “Don’t Fail Your Heart.” Dr. Dizadji, Cardiologist hosted an education and
Q&A session about Congestive Heart Failure at Gateway Technical College. Our goal for this
series was to bring events to the community about common health issues that they face. We
partnered with Nutrition, Pharmacy, and Community Education to discuss diets, appropriate
medication use, and to do blood pressure screenings. We plan to host future community
education sessions on safe medication use, importance of primary care, and what to do when
children are sick.
Strategic Goal 2: Develop an understanding of diversity and inclusion by leveraging learning
strategies to increase diversity, cultural competence, and capabilities within the workforce.
Key Operational Updates – To enhance knowledge of cultural competence, Key Operational
Updates (KOUs) are given to associates each week through the Daily Connection process at
All Saints. Examples include information on Judaism, the aversion to donating blood in China,
communication with Hmong patients, and American Indian preferences on personal space.
On a recent survey of 900 associates, 60% of the associates indicated that this process is
helping to increase their knowledge on diversity topics.
Cultural Diversity – Foundations of self-awareness and relationships with diverse co-workers.
Education was provided to all associates in spring 2012 to increase the knowledge base of
associates and to respond to a 2010 survey that indicated associates wanted assistance with
resolving difficult situations in their relationships with co-workers. This education focused on
self-awareness, self-care, personality styles, practicing cultural competence with diversity at
work, and working through conflict. The diversity team is working on an educational series
that can be delivered in staff department meetings. We will use the “What would you do?”
video scenarios that the North Market created to highlight moments of interaction between
associates and physicians, and between associates and patients/visitors that demonstrate
a lack of cultural competence. The All Saints team also developed an additional scenario on
language barriers. These vignettes offer the chance for associates to reflect on how they
might better handle situations. Discussion questions were also developed to facilitate candid
conversations on these very sensitive topics. These sessions will begin in the fall and
continue throughout FY13.
Diversity Survey Monkey – A survey was conducted in the fourth quarter of FY12 to help
the All Saints Diversity and Inclusion Strategy Team measure whether actions taken to
date have improved cultural competence and to assist us with planning for FY 13. A total of
885 associates participated in the survey. The results showed that associates want to see the
KOU’s continue as they are helping to increase awareness. 80% of our associates answered
yes to the question “Overall you feel that your knowledge on diversity has increased over the
past two years as a result of the efforts of the Diversity team”.
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For FY13 planning, associates indicated they would like to see more information available on
the Tau Net under a “diversity page” and educational offerings such as Lunch and Learns,
Video Presentations, and staff meetings
Continuing Care and Clinical Operations
The Continuing Care and Clinical
Operations Diversity and Inclusion
Team, (Jan Berkholtz, Janet Burns,
Marida Trivalos, Kathie Flitsch and
Ann Zizzo) focused on two primary
strategies in FY12:
Strategy 1: Maintain a culture of
inclusion by leveraging learning
strategies and cultural competence
within the workplace.
Our goals for this strategy are to provide culturally competent staff with resources to meet
patient needs with clinical excellence and to maintain or improve associate relations. This
strategy affects both associate and patient satisfaction.
A. Central location of demographic cultural background data – Demographic data is
being compiled and communicated to caregivers to ensure patients’ needs are met.
The team also plans to conduct focus groups with caregivers to assess usage,
effectiveness, and any continual improvements to meet patient needs.
B. Continue progress in integrating cultural diversity dialogue, and development –
We continue to identify a need to focus efforts on associate awareness of the topic
of diversity to enhance associate relations, staff cultural competency, and the patient
and family experience. This helps us to prioritize the work and improve staff behavior
to be culturally competent with patients and one another. Opportunities consist of
use of the performance management system, Mission and Heritage Week, World Day
of Diversity, holiday traditions and measuring progress in Associate Partnership
Survey results.
C. Performance management system – Diversity competency has been built in to
the associate management system for Continuing Care and Clinical Operations
associates. Associates are monitored and assessed on their progress in diversity
during the annual review process under our Value of Respect: honor diversity in
practices of faith, tradition, and culture.
D. Mission and Heritage Week – Diversity awareness was integrated into the weeklong
activities with opportunities for associates to celebrate and promote respectful methods
of talking about cultural differences and similarities. Our diversity accomplishments
were spotlighted along with our organizational values. For example, a Blessing of the
Hands activity was completed, highlighting the Value of Respect: each person brings
value and meaning because they are regarded as sacred and in the image of God.
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Associates shared stories on the impact that a focus on diversity has had such as:
creating an environment that is respectful for patient care and associate interaction;
looking past religion and color of skin to make sure that caring and respect are given at
all times; and respecting others’ approaches to dying, or understanding patients’ goals
and ensuring their integration in the care plan to fit their needs.
E. Celebrating World Day of Diversity 2012 – Here was another opportunity to deepen
our understanding of the values of cultural diversity, development, and the Wheaton
diversity continuum model. The continuum moves from awareness, education,
acceptance and appreciation to active participation as a diversity change agent for
the best outcomes with co-workers and patients. A review of five patient scenarios
produced by the North Market Diversity Team was insightful in providing opportunities
to improve patient care. The scenarios highlighted issues surrounding race, disability,
income, bariatric, and age.
F. Holiday traditions – Events were hosted to highlight different holiday traditions
across the continuum of faiths and cultures, such as Hanukkah (Jewish), Kwanza
(African-American), St. Lucia (Swedish) and Ashura (Islamic). Associates also
participated by sharing their holiday traditions and the meaning of these practices
in their lives and the lives of others. Many associates found similarities in rituals as
well as learned new ones. This was helpful in establishing stronger relationships with
one another and with patient populations.
G. Associate Partnership Survey (APS) measurement – We chose to measure our work
by linking it to two Diversity Index questions from the Associate Partnership Survey:
“I am satisfied with the manner in which my direct manager handles complaints,
grievances, and problems” and “This organization is respectful of differences such as
gender, race, religion, age, etc.” Our goal of increasing these scores by two points per
question was surpassed by 8 points and 3 points respectively. Staff feedback continues
to be positive about our persistence regarding the topic of diversity. Overall, the total
Diversity Index score soared an additional 14+ points over the last survey.
Strategy 2: Ensure the cultural needs of services provided to customers are met in
service delivery.
A. Review patient survey data or Cultural Competence Index Questions – The goal
was to increase patient satisfaction and clinical excellence, as well as to monitor the
identification of cultural needs. We continue to trend favorably. To date, patients have
reported general overall satisfaction in this area in the last three quarters with the
average median for Franciscan Woods at 80.22, Terrace at St. Francis at 85.44, and
Home Health and Hospice combined at 91.20. For Franciscan Woods and The Terrace
at St. Francis, “meeting choices and preferences,” “respect shown by staff,” and
“meeting religious and spiritual needs” define the median. For Home Health and
Hospice, the “extent to which staff meets your cultural needs,” and additionally,
“honor given to religious traditions” helped define that organization’s median.
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B. Support hiring a diverse workforce – Several process changes have been implemented
systemwide to continue supporting hiring leaders of color. This includes asking all
leaders to review selection decisions with Vice Presidents before extending an
employment offer. Hiring data for leadership and professional and technical category
groups are also being reviewed quarterly to monitor our representation. Additionally,
we provide representation at the system Diversity Recruitment team meetings. We
believe this collaborative effort to meet our diversity recruitment strategy will enable
us to be successful in building a workforce that is reflective of our community.
C. Home Health feasibility review – This study to enhance the patient experience
produced a result linking back to the patients’ continuum of care and our diversity
work: emphasizing meeting patients’ cultural and religious needs. Patients are
encouraged to discuss these with Home Health professionals. Care plans take this
information into account when providing care. Patients are also provided with a
document highlighting what to expect and what Wheaton will provide. We are also
encouraging patients to provide feedback immediately in how we are doing on these
items as well as informing them about the Press Ganey Survey.
D. Community Involvement – We partner with La Causa de Esperanza, an organization
that provides opportunities to achieve full social and economic participation in society
with emphasis on the Hispanic population. Through this partnership, La Causa offered
tax services to our associates and are planning to offer a winter weatherization
program at the end of the year. We are in the process of engaging with South Division
High School to attend future career fairs and health classes. This resulted from recent
participation in a career fair that cultivated interest from students and teachers in
pursuing health care careers. We also had the pleasure of collaborating with the
Milwaukee Jewish Day School, La Causa Charter School, and Villa at St. Francis to
provide a multi-generational and cultural activity. Children were introduced to music
from Jewish, Spanish and Mexican traditions and interacted with older adults to
share stories.
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Corporate Services
“The knowledge
and advice gained
not just from the
documents and
assigned projects,
but from the
conversations and
Corporate Services Intern Program – In FY12, we launched our Corporate Services Diversity
Strategy Team Intern Program in partnership with local colleges and universities to identify
undergraduate students entering or completing their senior year in the field of business or
health care administration. In fall 2011, senior UWM business major Kenwaunn Flinn
completed a 15 week internship rotating through Human Resources, Supply Chain
Management, and the Organizational Change and Leadership Performance departments.
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This intern program and relationships with area colleges will serve to support the
organization’s goal of recruitment and retention of a diverse workforce.
Cultural Awareness and Celebration – In recognition of the Our Lady of Guadalupe
celebration, Corporate Services and the Business Office in West Allis hosted a Lunch and
Learn session focused on a diversity-related topic. Suzanne Couture and Sonia Ramos-Lopez,
Supervisors in the Interpretation and Translation Services Departments, provided an
informative PowerPoint presentation that explained:
• The difference between the terms interpretation and translation
• The work endeavored by their departments
• How easy it is to access ITS services whenever needed, to aid a patient or family
member
• And the impact of these services on the populations that Wheaton Franciscan
Healthcare serves
Supplier Diversity – Work continues to progress with exploring supplier diversity initiatives
targeted at partnering with local HUB, minority, women-owned, and veteran businesses.
In FY12, Wheaton Franciscan Healthcare formed a relationship with the Wisconsin, Iowa,
and Central Illinois Minority Supplier Development Council to explore membership and
educational opportunities. The Minority Supplier Development Council’s role is to support
and develop minority-owned businesses by facilitating important connections between
corporations and minority suppliers.
WHEATON FRANCISCAN HEALTHCARE – ST. FRANCIS
AND METRO PHYSICIANS
In FY12, the St. Francis Diversity Team
focused its efforts on cultural competence
education and health literacy:
Diversity Videos
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Wheaton Franciscan Healthcare –
St. Francis has implemented the best
practice education developed by the
St. Joseph Campus to assist with staff
education on cultural competence. Members
of the St. Francis Diversity team have been attending department staff meetings to present
the diversity videos and to conduct diversity dialogues. This approach has allowed multiple
members of the diversity team to engage in this work. In order to maximize the impact of the
education, members of our leadership team assisted by identifying the most beneficial topics
for use in the departments. The team’s goal is to complete these presentations by fall 2012.
Health Literacy and improving service to diverse populations
A very important component of diversity is incorporating and servicing immigrant families
in our health care environment. To this end, several offices have begun using “PharmaCards.”
These wallet-sized cards list the patient’s medications by name, strength, and daily dosage.
This quick access is important as the patient navigates unfamiliar settings, often without
English language skills. These cards are helpful for the front desk and ancillary services staff
in providing services to their patients.
Many “Language Identifier” pages have also been distributed to our front desk locations,
providing a quick and efficient way to identify the non-English speaking patient’s language
(the 38 most common languages are listed) and a fast reference for quickly accessing the
correct interpreter on the language phone.
Bilingual associates at Metro participated in Health Fairs for parents and community at
St. Rafael and Prince of Peace Schools and also spoke at the Health Literacy meetings held at
St. Adalbert and St. Anthony Grade Schools. These schools have a population of immigrant,
low income families and most are non-English speaking.
Community service
Metro Physicians and staff donated boxes of school supplies to area schools as “Education
is the first step in health care.”
Wheaton Franciscan Healthcare – St. Francis participated in the “Reach for the Future”
program in March 2012. Sponsored by Wheaton Franciscan Healthcare, the third annual
program was held at Wheaton Franciscan Healthcare – Franklin for more than 130 eighth
grade students from St. Adalbert, St. Rafael, and Prince of Peace Grade Schools. The
demographics of these schools are primarily minority students from low income families.
Most of the parents are non-English speaking or very limited English speaking. This event
brings in speakers from both Wheaton Franciscan Healthcare and the community to talk to
students and answer questions about the wide variety of careers in health care. In addition,
the students are given an opportunity to utilize the “So you think you know how to wash your
hands” machine that teaches them about the importance of proper hand washing and how to
do it. The program has become a seminal event for the 8th graders, and the 7th graders are
already looking forward to their turn next year.
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True Life series
Program Overview: The Wheaton Franciscan Healthcare – St. Francis Diversity and Inclusion
Strategy team is planning an educational series designed to make an impact on and through
staff. All topics are presented and discussed in a way that allows real people to share their
stories about issues that impact the hospital. The approach allows associates to step outside
of their own lives and gain an appreciation and understanding for others around them. True
Life helps people connect individual stories with issues that staff and patients face. It also
promotes an environment for understanding.
Program Goals:
1.
1
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.
Associate and leadership engagement – The group started out the year by creating and
conducting a diversity survey for associates that achieved 24% associates participation.
Key findings from the survey included:
• Associates voiced a need for education regarding the Muslim, Hmong, Hindu and
Hispanic cultures; patients who are visually impaired; and generational differences
in the workplace.
• Associates preferred to receive education opportunities in a variety of venues,
including guest speaker events, lunch and learn sessions, and Learning Link modules.
They prefer sessions to be offered later in the afternoon or during the lunch hour.
Based on the key findings from the survey, the team coordinated and offered two diversity
and cultural competence educational sessions:
Diversity Lunch & Learn: Getting to know the Muslim and Hindu Communities
Wheaton Franciscan Healthcare physician, Dr. Saleem Aman, as well as community member
Jagdish Shastri provided associates with valuable information regarding their respective
Muslim and Hindu cultures and shared some of their personal experiences.
Diversity Lunch & Learn: Generational Differences in the Workplace
This session was facilitated by Sarah Martinez, Organizational Development Specialist.
Associates who attended learned about the different life experiences that influenced and
shaped each generation and how generational diversity can be leveraged in creating effective
teams and workgroups.
WHEATON FRANCISCAN HEALTHCARE – IOWA
Wheaton Franciscan Healthcare – Iowa continues to be a premier sponsor for the Cedar
Valley Diversity and Inclusion Team, which is coordinated through the Greater Cedar Valley
Alliance, partnering with many major employers to promote and enhance diversity and
inclusion throughout the community. In September, 2011, Wheaton hosted the first annual
Cedar Valley Diversity Summit with more than 100 CEOs and HR professionals from the
Cedar Valley gathering to promote and enhance diversity and inclusion efforts within the
workforce. In February, 2011 the Cedar Valley Diversity and Inclusion Team successfully held
the first Multi-Cultural Reception, an event to be held semi-annually in the future.
Growing a diverse future workforce
Human Resources staff continue to be a strong partner with the Cedar Valley area K-12
schools as well as the community and four-year colleges by serving on Advisory Boards;
attending career fairs; speaking with educators and students about diversity and health care
careers at all levels; teaching job search, resume writing, and interviewing skills; providing job
shadow experiences; and hosting student groups for educational opportunities.
Building relationships with diverse communities
Continued advertising with Radio LaBuena and KBBG strengthens our relationship with the
Latino and African-American communities.
Community service
Volunteers from Wheaton Franciscan Healthcare – Iowa have donated their time and talents
within the community including:
• Four days of volunteering with Habitat for Humanity and four days at the Northeast
Iowa Food Bank
• Donating First Aid Kits and information on health care services to new homeowners
through the Habitat for Humanity partnership
• Organizing the Third Annual Food Drive Challenge in January 2012, which collected
3,552 pounds of food and $6,425.11 and donated to the Northeast Iowa Food Bank in
honor of Dr. Martin Luther King Jr.’s Birthday
• Providing free health screenings at the Summit on the Black Male in Cedar Falls in
November 2011. Approximately a dozen individuals were screened for blood sugar,
blood pressure and BMI.
• Sponsoring a Wellness Fair at Orange Elementary School in Waterloo in February 2011,
providing information on eating healthy, Zumba demonstrations, an obstacle course
set up by the Wellness Center staff, and free BMI and blood pressure screenings for
nearly 250 individuals
• Partnering with Allen Hospital, People’s Clinic, the Black Hawk County Health
Department, and the American Cancer Society to provide free colorectal cancer
screening kits in March 2012.
Enhancing leader and associate cultural competence
Wheaton Franciscan Healthcare – Iowa has made a concerted effort to improve the cultural
competence of leaders and associates by:
• www.wheatoniowa.org has information and links on the home page about
Interpretation and Translation Services, translated into both Spanish and English.
• Education on cancer continues throughout the system – some of the work that
has been accomplished this fiscal year includes a program by Dr. Carline Quander,
Gastroenterologist with her “Living Young” program to help detect cancers of the
digestive tract.
• Dr. Quander also spoke on KBBG Radio (the local African-American radio station)
on 09/20/11 regarding early detection of colon cancer.
• Offering another 6-week session to help cancer survivors in April 2012
• Publishing educational articles in the System Link newsletter on health disparities and
how to make the transition from active treatment to post-treatment care, developed by
the Cancer Support Community and LIVESTRONG.
• Participating in the Hawkeye Community College Fair in March 2012 to provide
information on Skin Cancer, Tobacco Use, Self-Exam and Bone Density screenings
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• Sponsoring the Building HOPE program in September 2011 in partnership with the
Northeast Iowa Food Bank and Tyson to create awareness of the obesity and hunger
issues facing Northeast Iowa.
• Providing free health screenings to identify risk factors as it relates to chronic illness
and obesity.
• Offering diabetes educational programs throughout the year to provide information to
the community and patients.
• Meeting with patients directly impacted by diabetes and obesity as part of the focused
work through the Patient Centered Medical Home program
• Serving as a Partner in Education with Hoover Middle School, the largest middle school
in the Waterloo School district, with close to 900 students in grades 6-8. Covenant
Medical Center departments sponsored and “adopted” families and children of Hoover
at Christmas time providing both necessities and gifts.
• Publishing educational articles in the System Link associate newsletter on health
disparities and how the community is working to serve individuals who are impacted.
(IHOPE Free Medical Clinic, Free Colon Cancer Screenings, etc.)
• Sharing information on various cultures, traditions, and a Diversity Calendar in System
Link. Examples: how each of us can apply the values to our daily work and Mission,
how to be a patient advocate, improving patient satisfaction, health disparities, body
language, etc.
Interpretation and Translation Services (ITS) and services to
Limited English Proficiency patients
• All associates completed annual education on ITS as part of their required learning
plan. This education includes using both internal resources for ITS and the external
language line, Cyracom (the “blue phones”) for Interpretation and Translation Services.
• Articles featuring each interpreter on staff have been published in the System Link
associate newsletter and on the intranet to increase knowledge of internal ITS.
• Menus for Room Service are available in both Spanish and Bosnian.
• Approximately 119 internal forms (patient care forms, acknowledgment forms, patient
instructions, etc.) have been translated into Bosnian, and more than 50 forms have
been translated into Spanish. All are available on the intranet.
• Multiple online Library resources are available for staff to print patient materials in
many languages. Some of these resources include MD Consult, Krames on Demand,
Medline Plus, and Micromedex.
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MARIANJOY REHABILITATION HOSPITAL
The Marianjoy Diversity Strategy Team, co-chaired by Nalini Mahajan and Paula Eppenstein,
focused on the following strategies in FY12:
Strategy 1: Develop interdisciplinary, specific patient educational materials on cultural
needs and expectations of diverse patient groups and increase awareness of our diverse
patients and associates.
• Results from Needs Assessment conducted in FY11 were utilized to plan activities and
education to be held during FY12.
• Cultural Competence: Increasing Diversity Knowledge and Cultural Perspectives –
Leslie Galloway-Sherard and Sandy Jones from Corporate Services – Diversity and
Inclusion Strategies, were invited to the Marianjoy campus for a presentation on
“Cultural Competence: Increasing Diversity Knowledge and Cultural Perspectives.”
Three sessions were held with 93 associates attending.
Additional presentations of the “Cultural Competence: Increasing Diversity Knowledge
and Cultural Perspectives” were held at Providence Palos Heights, sub-acute and
outpatient level of care on May 15, 2012; Oakbrook Terrace, outpatient and chronic
pain program on May 17, 2012; Providence Downers Grove, sub-acute and outpatient
level of care on June 25, 2012; and the Leadership Team meeting on June 26,, 2012.
Participants included Occupational Therapy, Physical Therapy, Speech-Language
Pathology, Case Managers, and Nursing Departments. These presentations were
conducted by Nalini Mahajan, Paula Eppenstein, and Teresa Chapman.
• Did You Know Series – Four issues of the Did You Know Series, which focuses on
facts about cultural diversity, were disseminated to associates via e-mail, website and
MAGnet (Intranet). Two of the series included diversity-related scenarios drafted by
committee members with instructions to locate the answers using the website. One
issue included a “Quality and Culture quiz” (November 2011) for associates which
received positive feedback. In total, 61 associates participated and three winners
received gift certificates. The three different methods used to engage associates
provided diversity and cultural competence education, and an opportunity for
associates to assess their knowledge while also having some fun in the workplace.
• Diversity and cultural competence celebrations –
A display of ethnic arts and crafts pieces was
setup outside the cafeteria at the Wheaton
campus on November 11, 2011. Diversity
Strategy Team members brought ethnic foods.
Team co-chairs and team members were
available for two hours to provide an overview of
the Marianjoy Diversity website. Nalini Mahajan
conducted “huddles” on each nursing unit to
demonstrate on wireless laptops what
information is available on the website.
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Paula Eppenstein attended all therapy department meetings to do Diversity website
demonstrations. The Food Services Department did an outstanding job of collaborating
with the Diversity Team to promote diversity and culture in the cafeteria. The Diversity
Month celebrations concluded with “Diversity in the Café” event held on January 4,
2012. Four ethnic dishes were featured with copies of the recipes made available to
associates and on the Diversity website. These recipes were submitted by the
associates for “Cooking with Culture.” Nalini Mahajan worked with the leader and
associates of Food Services to host Cinco de Mayo. A Cinco de Mayo celebratory event
was held featuring ethnic fare for the celebration menu and a poster display outside
the cafeteria with information regarding the celebration and food featured (see
attachment). This event was a very successful event and received many positive
comments from associates.
• Marianjoy diversity presentations, scenarios, and articles – A 25-minute live
demonstration of the Diversity website took place at the Marianjoy Leadership
Meeting on December 13, 2011. Each leader received a folder that included:
1. Quick Reference Card on how to access and navigate the Web site
2. Ensuring Effective Communication at Every Point of Contact and Culture Clues which
is a two-page document designed to increase awareness about concepts and
preferences of patients from diverse cultures.
3. Cultural Diversity which is a 2 page table that includes cultural characteristics of
widely dispersed groups throughout the U.S. and other documents.
All the above documents are available on the Marianjoy website:
http://www.marianjoylibrary.org/Diversity/culture.aspx
• Diversity and cultural competence scenarios – The committee members evaluated
a DVD from Wheaton Franciscan Healthcare with diversity scenarios for potential use
as an educational resource for Marianjoy associates and identified the need to create
simulations that reflect daily events at Marianjoy.
• Faces of Marianjoy – Sixteen associates have submitted information for the Faces
of Marianjoy spotlight articles which feature information about our associates.
This information is available on the Marianjoy Diversity website. One of the articles
featured Paula Eppenstein, Diversity Strategy Team Co-chair, on Cooking With Culture.
Paula solicited recipes from Marianjoy associates which have been posted on the
Marianjoy Diversity Web site. One of the favorite recipes was the Oxtail Stew recipe,
which was also served in the cafeteria at one of the diversity celebratory events.
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Strategy 2: Create a diverse and inclusive work environment.
• Marianjoy participates on the Wheaton Franciscan Healthcare System Diversity
Recruitment Team. This team developed a presentation to provide education for
our leaders on our diversity recruitment and retention goals. The presentation was
provided to leaders at Marianjoy’s February 2012 leadership team meeting. On April 3,
2012, it was further outlined and communicated that when a leadership position is
opened, the HR recruiter will work closely with the hiring leader to ensure a focused
diversity recruitment campaign is developed to yield a diverse slate of candidates. All
leaders will review the selection decision with their Vice President before extending an
offer for leadership roles. The diversity recruitment team meets monthly to share best
practices across the system.
Diversity Recruitment Activities and Events
Marianjoy purchased a bundle of 5,000 e-mail addresses of diverse candidates.
Information about opportunities at Marianjoy were sent to these candidates to assist
in expanding the organization’s reach to diverse populations and to make them aware
of employment opportunities at Marianjoy.
The Marianjoy recruitment team also attended a NAACP job fair at Navy Pier in
September 2011.
Diverse Workforce Demographics
Marianjoy’s percentage of people of color in the “Officials and Managers” EEO-1
categories (leaders) was 18.52%, exceeding the FY12 goal of 17.67%. Marianjoy’s
percentage of people of color in the “Professional and Technical” categories was
22.30%, which was lower than the FY12 goal of 25.01%. A systemwide action plan
will be developed to assist the organization in meeting the need to improve diversity
in the Professional and Technical EEO-1 categories.
Associate Partnership Survey
On the Marianjoy Diversity Index of the Associate Partnership Survey, Marianjoy
achieved the 89th percentile (86.3 mean score) overall. The highest scores received
were for “Employees respect patient differences” (98th percentile) and “Respect:
gender, race, religion, age” (96th percentile). The lowest scores were “Satisfied with
direct manager handling complaints” (88th percentile) and “Direct manager respects
differences” (89th percentile). Since the scores were all very high, the decision was
made to continue to address diversity and inclusion through the efforts outlined in
Strategy 1 and Strategy 3.
Strategy 3: Maintain and expand the Cultural Diversity website and increase awareness
of the resources available for Marianjoy associates, physicians, and community.
• The Marianjoy Cultural Diversity Homepage was redesigned in FY12 to include:
1. Interactive World Map
2. Diversity Wheel was added after the “Cultural Competence: Increasing
Diversity Knowledge and Cultural Perspectives” presentation. Other sections
were also updated with new resources. Several demonstrations were scheduled
for the website.
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3. The Cultural Diversity table (posted on the
Library website) was included in the
handouts for the network presentations.
4. Nalini Mahajan gave a live demonstration of
the website with special features such as the
Search Box and Index for locating information
quickly and the clinical educators reviewed
the Diversity website during training with
OT/PT/SLP clinicians.
5. A Cultural Groups section was expanded to include profiles of additional cultures:
Arab Americans; Central Asians, Pacific Islanders, South Asians: Buddhist, Hindus,
Jain, Sikh. Several new resources were added to the existing cultures (example:
Sikh Culture).
6. Information about the Diversity section of the website is published in Marianjoy
Matters Newsletter, with links on the MAGNET (Intranet), Marianjoy Web site and
Library Web site (Internet). Website usage is tracked via statistical reports
WHEATON FRANCISCAN – ELMBOOK MEMORIAL, ST. JOSEPH,
AND THE WISCONSIN HEART HOSPITAL CAMPUSES
The North Market
Diversity and Inclusion
Strategy Team, led by
Chris Morris, VP, Human
Resources and Danielle
Withers, Director, Patient
and Community Relations,
focused its work on
continuing cultural
competence education
and on career development for associates. This work supports the system goals to improve
associate and patient satisfaction.
“Our patients will
benefit from the
website’s wealth of
information that
will improve staff
awareness and
knowledge of
practices and
ethical
considerations.”
– Cynthia Stark
Grant Writer,
Marketing
Continuing Education for Wheaton Franciscan Healthcare leaders and associates
In FY12, the North market diversity and Inclusion Strategy Team continued its work to
educate associates by use of the “What Would You Do” video series. Members of the
diversity team visited departments to facilitate discussions about the diversity-related topics
shown in the videos. Team members reported successful sessions that caused associates to
reflect on their own behaviors and dialogue on what they could do to successfully handle
these scenarios. Associates reported a number of “aha” moments while watching the videos
that should cause them to improve their approach to patient service.
Based on results of the diversity questions in our Associate Partnership Survey, educational
sessions were developed that focused on “Getting to know our Hmong, Hispanic, and
Patients with Disabilities populations.” Each in-service was offered across the market with
strong associate attendance. Evaluations identified high associate appreciation and interest
in learning more about diverse populations.
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Associate Career Development
The team also worked on associate career development tools with a planned November
2012 rollout during Career Development Month. This work includes compiling resources for
information on various health care careers and educational programs and resources available
to assist individuals in pursuing new careers. A web page will be developed on TauNet with
a link that will be e-mailed to associates and leaders. A flyer will be posted with instructions
and contact information if they are interested in career development. This information will
be integrated into PEP discussions in 2013.
LOOKING AHEAD TO FY13
We appreciate the dedication and commitment of our market-based Diversity and Inclusion
Strategy Teams. Each has a unique focus to address the needs of their associates, patients
and communities. From creative strategies for delivering cultural competence education,
community health fairs and screenings tackling health and health care disparities, diversity
competencies, improving language access, to workforce development, our teams support
system goals to ensure that we meet the needs of the many communities that we serve.
In FY12, The Executive Diversity Strategy Team made the decision to expand the
organization’s diversity strategy to a broader platform of inclusion. This expansion of the
work will assist the organization in improving associate and patient satisfaction by ensuring
a focus on creating inclusive work and patient care environments. This focus will guide the
work of the Diversity and Inclusion Strategy Teams for the next five years. As we move into
FY13, we will focus on achieving the following diversity and inclusion strategic goals:
Goal 1:
Recruit, develop, retain, and sustain a diverse and high performing workforce, reflective of the
communities that we serve.
Goal 2:
Develop leadership, associate and physician cultural competence
Goal 3:
Create an organizational climate where associates of diverse backgrounds are welcomed, feel
valued, are fully included to share different views and perspectives and have the opportunity to
contribute to the achievement of the organization’s mission, vision and values.
Goal 4:
Foster a health care environment where all patients feel welcomed and have equal access to high
quality, culturally and linguistically relevant care.
Goal 5:
Cultivate relationships with community organizations that can assist in improving the workforce
and population health needs of the diverse communities that we serve.
Goal 6:
Implement strategies to reduce health and health care disparities
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We are proud of the many accomplishments of our diversity and inclusion strategy teams
and are grateful to the many associates and leaders who work every day to create work and
patient care and environments that are more inclusive.
Diversity and Inclusion Strategies Leadership Team
Theresa Jones, Vice President
Diversity and Cultural Competence
Leslie Galloway Sherard, Director, Diversity and Inclusion Programs
Sandy Jones, Manager, Cultural Diversity
Interpretation and Translation Services
Luz Ortiz, Director
Susan Couture, Supervisor
Sonia Ramos-Lopez, Supervisor
Community and Patient Education (SEWI)
Rosha Hamilton, Director
Susan Kanack, Manager
Gloria Singleton Young, Coordinator
Published by the Diversity and Inclusion Strategies Department of Wheaton Franciscan Healthcare
for staff and friends of Wheaton Franciscan Healthcare.
Please direct all inquiries by phone to (414) 465-3433 or by e-mail to [email protected].
Wheaton Franciscan Healthcare is committed to living out the healing ministry of Jesus by providing
exceptional and compassionate health care service that promotes the dignity and well being of the people
we serve.
© 2012 Wheaton Franciscan Healthcare