4.5 provide examples of how the organization addresses ......the pcs diversity steering committee, a...

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4.5 Provide examples of how the organization addresses workforce diversity.

Massachusetts General Hospital (MGH) is committed to creating an environment of mutual

respect and understanding. This commitment is seen throughout the institution. It is defined in the

Hospital’s Diversity Plan and personnel policies. It is explicitly stated in the Patient Care Services

(PCS) vision statement, the goals, and the guiding principles of Patient Care Services (Force 1.1),

and is implicitly stated through the programs and services offered to all employees throughout the

organization.

Consistent with its mission, MGH provides employment opportunities and work-life

experiences that do not discriminate on the basis of factors such as race, ethnicity, national origin,

religion, gender, sexual orientation, age, or disability. The Hospital policy addressing non-

discrimination, Diversity Plan: Equal Opportunity and Affirmative Action, is found in attachment

4.5.a.

To best serve its patients, MGH employs caregivers, researchers and staff who reflect the

patients served. MGH employs talented individuals who are capable of delivering the caliber of care

that supports our mission of patient care, teaching, and research. Nondiscrimination applies to

employees, applicants for employment and employment practices. These practices may include, but

are not limited to recruitment, promotion, transfer, compensation, benefits, training, education

assistance, and termination. Another policy, Employee Rights and Patient Care Nondiscrimination

(attachment 4.5.b) outlines MGH’s commitment to providing care to all patients and supporting

staff who may have a conflict in caring for a patient based on the employee’s personal values or

religious beliefs.

Multicultural Affairs Office

In addition to the MGH Diversity Committee described in Force 4.4, the Multicultural

Affairs Office (MAO) was created to form collaborations within the Hospital and the community to

improve workforce diversity; develop leaders in academic medicine, biomedical research and

healthcare policy and administration; and to educate the community on issues of cultural

competence, health and healthcare disparities. Programs co-sponsored by the MAO include:

• The annual Latino Heritage Month Celebration, an event coordinated by the Latino Heritage

Planning Committee, a volunteer group of MGH employees. In 2006, this lively event included

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a jazz reception and a keynote speech from renowned Puerto Rican writer and documentary film

producer, Esmeralda Santiago.

• The Ernesto Gonzalez Award for Outstanding Service to the Latino Community is named in honor Dr.

Ernesto Gonzalez for his contributions to Latino patients and families at MGH and surrounding

communities. Each year this award is given to an MGH employee as part of Latino Heritage

Month Celebrations. The 2006 award was presented to the Manager of the Patient Care Services

Interpreter Services Department.

• The annual Martin Luther King, Jr., Celebration that provides the MGH community the opportunity

to hear from prominent guest speakers who share their views on the legacy of the slain civil

rights pioneer. This year's presentation, "Shattering Barriers & Transcending Borders," featured

Dr. S. Allen Counter, founding Director of the Harvard Foundation. Established by the

President and Deans of Harvard University in 1980, the goal of this agency is to improve

intercultural understanding, equality, and peace among students, faculty, and the entire university

community.

Patient Care Services

Patient Care Services fosters a climate sensitive to diversity and nondiscrimination. These

core values are reflected in the Service’ vision, goals, and guiding principles and are articulated to all

new hires that work in the Department of Nursing, (DON), starting at orientation.

Patient Care Services Vision Statement

“…We believe in creating a practice environment that has no barriers, is built on a spirit of inquiry, and

reflects a culturally competent workforce supportive of the patient-focused values of the institution.”

Patient Care Services Guiding Principles

“….We are most effective as a team; we continually strengthen our relationships with each other and actively

promote diversity within our staff.”

Patient Care Services Goals “….Lead initiatives that foster diversity of staff and create culturally competent care strategies supporting the

local and international patients we serve.”

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As described in Force 4.4, all Registered Nurses, Patient Care Associates, Operations

Associates and Unit Staff Associates are also introduced to the mission and core values of the

organization that include components about employee rights and non-discrimination policies during

the DON orientation.

• Diversity Committee

Effectively addressing workforce diversity requires more than policies; it requires a

commitment to one’s employees. The hospital has many programs and services in place to support

and promote a diverse workforce. The PCS Diversity Steering Committee, a committee within the

Collaborative Governance structure, is committed to creating strategies to transform the work

setting into an inclusive and welcoming environment for staff and patients. Co-chaired by a Staff

Nurse and the Manager of Interpreter Services, the committee focuses on workforce diversity

initiatives to:

Develop strategic goals and action steps to create a diverse workforce to better meet the needs of staff and patients,

Support career development to recruit and retain culturally diverse staff with the goal of internal promotion,

Enhance the visibility of MGH in the community to create an exchange of expertise and to increase our contact and knowledge of culturally diverse groups, and,

Increase interest and access to MGH by culturally diverse students and potential employees.

Each year, the Committee publishes an issue of Caring Headlines devoted to the principles

and ideals that underpin the work and progress of the diversity agenda. In October 2006, the focus

was on Latina Heritage Month with articles written in both English and Spanish (Attachment 4.5.c).

In addition, the Committee sponsors the Patient Care Services annual African American

Pinning Ceremony in recognition of Black History Month. Since its inception in 2000, this MGH

event has been a celebration of the contributions of the African American community. It’s a time

for the MGH community to come together and celebrate the success stories of black Registered

Nurses, Patient Care Associates, Unit Service Associates, Operations Associates, and Operations

Coordinators as mentors, leaders, volunteers, and examples of cultural and ethnic pride. Attachment

4.5.d is a copy of Caring Headlines that features past honorees.

As the Diversity Committee has evolved, with it time and commitment is dedicated to

numerous initiatives, this year the committee sought to create its own brand recognition to increase

visibility for this corporate and Patient Care Services valued program to increase participation in

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related activities and to secure the funding needed to continue to expand the program. With the

assistance of the Director of PCS Promotional Communications and Publicity, the group created a

graphic identity for the committee. Their goals were to create a graphic that would:

Give the program its own persona or brand recognition, Convey the mission, goals and core values of the PCS Diversity Program, Raise visibility, awareness of and participation in PCS Diversity programs and initiatives, Be flexible in its use related for internal events and initiatives, academic and research

applications, Be distinctive, Attract attention, Be easily recognized, and, Remain clean and uncluttered.

As a result of their work, the following award winning logo was created for the committee.

The resulting graphic identifier was immediately and quite enthusiastically embraced and

endorsed by a variety of key audiences, including the Diversity Program leadership, the PCS

Diversity Steering Committee, MGH senior management and PCS senior leadership. The logo was

immediately incorporated into PCS Diversity Program promotional materials for a variety of events.

Leadership expressed an appreciation for a consistent identifier for programmatic efforts. “When I see

it, it makes me make an extra effort to pay attention.”

Since using the logo to help promote events, programs are attracting larger audiences. A

recent program to build awareness of issues related to gay, lesbian, bisexual and transgender patients

and visitors within the healthcare environment attracted the largest audience for any of the Diversity

Program’s educational offerings, numbering more than 150 attendees. And the Diversity Program

Steering Committee has attracted multiple applications for membership consideration.

When the Director of Diversity started using PowerPoint templates featuring the new logo

while lecturing both internally and externally, she reported that the graphic was generating

considerable attention and accolades from diversity leaders and influencers from throughout the

country. She described its use in presentations a “a showstopper.” “The style and artistry of the logo lay in its

powerful simplicity.” “The style and spacing of the letters are esthetically in alignment with the organizational brand.”

Numerous programs and services have since come forward with requests to create their own

graphic identities that would help to convey their work in a more effective way, which represents a

distinct and advantageous cultural shift in how nurses think about the work they do.

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The Publicity Club of New England presented Patient Care Services with first place honors

in the category of Graphic Identity for the newly designed logo for the PCS Diversity Program. The

award was presented at the annual Bell Ringer Awards ceremony, held on July 11, 2007, at the

Marriott Boston Copley Place.

• Multicultural Nurses Association

The Multicultural Nurses Association, a committee formed through the Collaborative

Governance Diversity Committee, was established in 2000 to meet the needs of foreign-born nurses

working at MGH; focusing on assisting foreign-educated nurses in obtaining licensure in the U.S.

The present membership of this group includes – but is not limited to – individuals from Honduras,

Liberia, India, Jamaica, China and the Philippines, presenting a compelling model of diversity. The

group has evolved to reflect the diverse background of MGH nurses to support culturally sensitive

care for the patients served. The group’s mission states:

The multicultural workplace is a unique system of people and ideas that approximate a larger society.

Through wisdom and will, the workplace can guide and lift the desire for achievement from those of diverse

backgrounds. The intent of this group is to present and share experiences that can support individual

professional growth and support culturally sensitive care for our patients.

The Association helps employees interested in a nursing career apply to a nursing programs

and provides information and mentoring to minority-nursing student to ensure academic success.

Currently, there are 200 hundred minority Registered Nurses and thirty-five Patient Care Associates

enrolled in nursing schools.

Minority RNs & PCAs

NumberPercent

Black/African American 97 48.5%Asian 69 34.5%Hispanic/Latino 29 14.5%American Indian 4 2.0%Native Hawaiian/Other Pac Islander 1 0.5%

Total 200

In May 2006, members of the Multicultural Nurses Association presented Confronting Health

Care Disparities through Culturally Competent Care at the National Association of Orthopaedic Nurses

Annual Congress.

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• Workforce Development Initiatives

Through the Diversity Committee, Multicultural Affairs Office and Human Resources,

MGH has many ongoing workforce development initiatives. These include: on-site college course

collaborative with Northeastern University, and online programs from St. Joseph’s College,

mentorships with the “Bring the Best to Nursing” Program at the University of Massachusetts -

Boston, and summer mentorships with Boston middle and high school students. The hospital has

also recently established a scholarship program for graduates of the Health Careers Academy in

Boston for students interested in pursuing a career in healthcare. These initiatives promote

increased awareness of opportunities in nursing as a professional career to students of diverse

backgrounds.

In May 2006, the Department of Nursing was proud to receive a gift of $90,000 over three years

to establish the Hausman Fund to Advance Nursing Diversity. This fund provides essential support for

programs encouraging greater diversity in the MGH nursing staff, ensuring that the hospital’s nurses

amply reflect the diverse makeup of the MGH patient population and the greater Boston

community. Through the Hausman Fund (attachment 4.5.e), three programs have been established:

The Hausman Nursing Fellowship - designed to enhance interest in, and commitment to, nursing students of color. This Fellowship has been developed for nursing students following their junior year of school by providing opportunities to experience nursing first hand at the MGH by participating in inpatient and outpatient experiences in the department with an assigned minority nurse preceptor.

The Hausman Fund for Foreign-Born Nurses - created for foreign-born employees at MGH who work 20 hours or more per week and are committed to pursuing a nursing career and practicing at MGH. The MGH is the only hospital in the Boston area to offer a program geared entirely toward foreign-born nurses.

The Hausman Nursing Scholarship- established to put emphasis on applicants from diverse backgrounds and to help increase the diversity of the staff caring for patients at the MGH.

A nursing student from the University of Massachusetts was the first recipient of the

Hausman Nursing Fellowship this past summer. The following are some of his comments as he

reflected on his experiences during a presentation at a Combined Leadership meeting in July 2007.

“This experience has opened my mind on certain things that I seldom thought of as important. It has

helped acquire certain skills and develop certain abilities that are very important to a nursing student soon to

be a professional. Some of them include:

♦ The ability to multitask,

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♦ Effective communication, ♦♦ Networking, ♦ Preserve my cultural identity, ♦ The ability to find myself in the system as a minority and a male nursing student, ♦ Flexibility with my schedule, ♦ Ability to adapt to quick changes, ♦ Learn about the different dynamics of the hospital care setting, ♦ Learn about the role of nurses from a leadership point of view, ♦ The ability to cooperate and work as part of a team, and ♦ Reflect more on my responsibilities as a nursing student now and a future nurse aspiring to be in a

leadership position. …I didn’t know much about the various areas in nursing and what a nurse is capable of doing until having

the opportunity to do this Fellowship. This Fellowship has enabled me to see nursing through a different lense.

It has helped me to dispel all the negative notions about nurses as doctors’ handmaidens.”

The Hospital’s Human Resources Department also offers scholarships for staff that wish to

advance their careers and pursue nursing and non-nursing educational opportunities while working

at MGH. Two examples of scholarships available to culturally diverse employees are the

Association of Multicultural Members of Partners (AMMP) scholarships and the Management

Development Award. AMMP scholarships assist members in the pursuit of degrees and training at

colleges and universities. Since 2002, 36 AMMP members have received awards up to $1000 to help

advance their careers. This year, three of the nine awards went to staff that are pursing careers in

nursing.

The Management Development Awards are intended to create opportunities for the

advancement of underrepresented minority employees in management. This program is unique in

that it provides financial and institutional support to prepare the recipient for advancement in

management at MGH, accomplished through an individualized program designed to meet the

specific needs and aspirations of the recipient.

In addition, the MGH Workplace Education Program offers on-site classes for non-native

English-speaking employees in literacy and beginner to advanced English-as-a Second Language

(ESL) classes. The program follows an academic calendar and meets twice weekly for one and a half

hour sessions. Class size is limited to 12 students to allow for an optimal learning experience for the

employees. Employees from all departments of the hospital are encouraged to attend the classes.

Classes are offered during paid working time. Attachment 4.5.f is a snapshot of one month’s

attendance for the ESL classes, clearly demonstrating managers’ commitment to the program and

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their staff. The students’ achievements continue to be a cause for celebration every year at

graduation (attachments 4.5.g and 4.5.h).

Programs and initiatives to promote workforce diversity would not be successful without the

managerial support and commitment. Part of the curriculum of this year’s Nursing Leadership

Academy included a four-part diversity-training program. Part one, Managing Diversity: Breaking the

Link Between Bias and Action, addressed how while biases are part of the natural human condition,

can, and do, negatively affect actions. The course enabled the Nursing Directors to identify their

biases, diagnose the effect those biases have on their actions, and better defend their actions from

those negative effects.

The second part of the program was titled, Diversity: Building Skills to Manage the Creative

Tension between Leading and Learning. This three-session class used case studies and interactive

exercises as a platform for dialogue to explore the complexities of problem solving diversity-related

issues as they relate to staff and colleagues in both the internal and external Hospital community.

• Addressing Diversity at the Unit Level

On patient care units, staff at all levels work together in a way that respects each other’s

culture and diverse needs. Nursing staff were asked how workforce diversity is address on their

units. Below is a sample of their remarks:

Ellison 10, Cardiac Step-Down Unit – “Staff from all disciplines and at all levels are invited to participate in our unit retreats. This way we are able to address issues that affect everyone so we can work more effectively as a team.”

Phillips House 21, General Medical Unit – “We host an annual holiday party inviting all staff to

share with each other about their different cultural and religious traditions. This gives us a chance to learn about each other socially and culturally in a non-work setting.”

Phillips House 22, General Surgical Unit –“We had several staff with special needs that our

leadership has accommodated. One nurse is hard of hearing. A special telephone adaptor was purchased, so she can adjust the volume to meet her needs. One of our Patient Care Associates has a problem with vision. A portable blood pressure cuff was purchased for her, making it easier for her to take blood pressures.”

Whether through Hospital policies and procedures, programs and services or through

the commitment of staff, it is clear that addressing the issues of workforce diversity is embraced

at all levels of this organization.

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APPLIES TO: Weekly paid employees, Professional Staff and Volunteers

Effective Dates January 1 - December 31, 2007

President Peter L. Slavin, M.D.

Senior Vice President of Human Resources

Jeff Davis

Affirmative Action Responsibility

Jeff Davis, MGH, Senior Vice President of Human Resources

Massachusetts General Hospital

Equal Employment Opportunity Policy Massachusetts General Hospital is proud to be a leader at providing quality health care to patients from a diverse population. Our patients come from all sectors of the local and international community and, to best serve those patients, it is necessary to employ a diverse population of qualified caregivers, researchers and staff. Therefore the policies of Massachusetts General Hospital are long-standing and clear. It is the policy of Massachusetts General Hospital to employ talented individuals to perform the tasks necessary for quality patient care, teaching and research. An integral part of this Policy is to provide equal employment opportunity by not discriminating against any individual because of race, color, religion, gender, sexual orientation, age, disability, veteran status, marital status or national origin. This practice of nondiscrimination and equal opportunity applies to all employees, to all applicants for employment and to all employment practices. These practices may include, but are not limited to; recruitment, promotion, transfer, compensation, benefits, training, educational assistance and termination. Employees, applicants for employment and other interested parties may review appropriate sections of the Equal Employment Opportunity, Affirmative Action and Diversity Plan at the Human Resources Administration Office at Bulfinch 360, 55 Fruit Street, Boston, Massachusetts. The Plan is available during the hours of 2:00 p.m. ⎯ 5:00 p.m., Monday through Friday. All staff members with supervisory authority are expected to understand and implement this plan and comply with not only the letter, but also the spirit of the law. The Senior Vice President of Human Resources, Jeff Davis, is responsible for administration of the Hospital’s Equal Employment Opportunity, Affirmative Action and Diversity Plan. He may be reached at (617) 726-6953.

Date Peter L. Slavin, M.D., President

Attachment 4.5.a

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1. Policy 1.1. The policy of nondiscrimination and equal employment opportunity

applies to all applicants for employment and in the application of all employment practices including, but not limited to: recruitment, promotions, transfers, compensation, benefits, training, educational assistance and terminations.

1.2. The Corporation reaffirms its policy of nondiscrimination and equal opportunity in employment; and every officer, employee, and agent of the Corporation shall observe and promote its Affirmative Action Program.

1.3. Massachusetts General Hospital (MGH) is committed to performing

the finest patient care and research in the world. As a leading teaching hospital in the United States, we are also committed to educating health professionals. The Hospital believes that the most effective way to accomplish our mission is to fully exercise the use of all of the human resources available. The environment at MGH must allow and encourage all employees to make their maximum contribution in an atmosphere where those contributions are truly valued. The environment at MGH must also be one that recruits and retains the highly talented individuals that enable us to provide the quality service for which we strive. All members of the MGH community must be aware of and understand this philosophy of nondiscrimination.

1.4. The first written policy of nondiscrimination was published in 1965. That policy, and all subsequent to it, has striven to communicate that no one working at MGH, or on behalf of MGH, may unlawfully discriminate against any individual or group, whether purposely or inadvertently. MGH will not tolerate behavior that has the effect of unlawfully discriminating against any employee or patient. MGH will not tolerate policies that have the effect of discriminating against people based upon their race, color, religion, gender, sexual orientation, age, disability, veteran status, marital status or national origin. MGH will conduct systematic reviews to identify any inadvertent adverse impact or disparate treatment. Should the Hospital discover discrimination in treatment or effect in any employment or patient care decision(s), all appropriate corrective and/or disciplinary actions shall be taken.

Attachment 4.5.a continued

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1.5. It is the policy of Massachusetts General Hospital to hire the highly competent individuals critical to fulfilling its mission of exceptional patient care, teaching and research. This policy provides equal employment opportunity by not discriminating against any individual, regardless of race, color, religion, gender, sexual orientation, age, disability, veteran status, marital status or national origin. It is also the policy of Massachusetts General Hospital to only affiliate with institutions and contract with vendors who are complying with the spirit and the letter of the law.

1.6. Because history and practice patterns have resulted in areas of unequal effect on certain groups of our society, the affirmative action component of this Plan establishes a set of statistical and programmatic objectives which shall provide for the employment access and career advancement of minorities1, women, persons with disabilities and Vietnam-era veterans. This component covers pre-employment, recruitment, hiring, advancement, transfer and promotion of under-represented minorities, women, persons with disabilities and Vietnam-era veterans. This affirmative action component should not be construed as a tool to discriminate against any applicant or employee because of race, color, religion, gender, sexual orientation, age, disability, veteran status, marital status or national origin.

1.7. The scope of this policy includes all operations in which MGH engages and all services MGH offers. These operations and services may include, but are not limited to, medical services; patient care services; and human resources policies, practices and procedures.

2. Responsibility For Implementation 2.1. President: Peter L.Slavin, M.D.

2.1.1. The President of Massachusetts General Hospital has the overall responsibility for the Equal Employment Opportunity, Affirmative Action and Diversity Plan.

2.2. Senior Vice President of Human Resources: Jeff Davis (617) 726-

6953

1 Minorities, as defined by the federal government, are Hispanic or Latino, Black or African American, Asian, American Indian or Alaskan Native, Native Hawaiian or Other Pacific Islander.


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2.2.1. The Senior Vice President of Human Resources is the designated executive responsible for the administration of the Hospital’s Equal Employment Opportunity, Affirmative Action and Diversity Plan. This responsibility includes modification of the Plan, when necessary. The Senior Vice President of Human Resources is responsible for directing dissemination of the Plan and assuring that all necessary action is taken by all staff members with supervisory authority to achieve the Hospital’s equal employment opportunity and affirmative action objectives. The Senior Vice President of Human Resources also serves as liaison between the Hospital and appropriate outside agencies.

2.3. Other Responsible Persons 2.3.1. Each staff member with supervisory authority is responsible for

the application of this Plan within his or her operational areas.

3. Publication And Distribution Of The Plan

3.1. This Plan is open to inspection and review by all legitimately interested parties2. It is an integral part of the Human Resources Policy Manual distributed to all administrators and staff members with supervisory authority. It is available via the Intranet at http://intranet.massgeneral.org/policies/default.htm. It can also be viewed at the Human Resources Administration Office, Bulfinch 3, during scheduled hours.

3.2. Information regarding the Plan is disseminated to the entire MGH community through internal publications (house organs) and the special bulletin boards listed in Appendix B. Posters, such as EEOC-P/E-1 titled “Equal Employment Opportunity is the Law,” are deployed throughout the Hospital, satellite clinics and outlying offices. An Equal Employment Opportunity clause is made part of all contracts, forms and leases. The phrase “An Equal Opportunity/Affirmative Action Employer” appears on all publications, forms and advertisements relating to employment.

3.2.1. Administrators, medical staff and others with supervisory authority may also receive periodic communications from the President or the Senior Vice President of Human Resources

2 Legitimately interested parties include, but may not be limited to employees, applicants for employment and appropriate government agencies.


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regarding the application of the Plan to their specific operational areas. To promote awareness of our commitment to diversity, the Plan may be discussed at appropriate management and supervisory meetings and at training workshops. These may include such forums as the Board of Trustees, Hospital advisory committees, the General Executive Committee, department head meetings, New Employee Orientation, and Legal & Effective Interviewing workshops.

4. Statistical Analyses 4.1. The Hospital annually conducts a series of tests leading to the

Utilization Analysis. These tests include the Work Force Analysis, Job Group Analysis and Availability Analysis. The goals of these tests are to identify any underutilization of under-represented minorities or women.

4.2. The Work Force Analysis (WFA) profiles the Hospital’s workforce by department, utilization groupings or lines of progression. Individual job titles are listed in order of their wage rates, from lowest paid to highest paid, within each department/group. The WFA breaks down the positions listed by total male, total female, and female/male totals for each of the under-represented minority groups.

4.3. The Job Group Analysis looks at the work force across departmental lines, to identify whether any of the groups of under-represented minorities or women are concentrated in lower level, lower paying jobs within the Hospital organization.

4.4. The Availability Analysis consists of gathering data regarding the availability of women or under-represented minorities within the Hospital’s applicable labor-drawing pool. This geographic pool may change with job titles. The sources of data may change depending on the job classification or position. Some of the constant sources of data are the U.S. Census Bureau and the Department of Labor.

4.5. The Utilization Analysis compares the Job Group Analysis to the Availability Analysis to determine if under-represented minorities or females are underutilized. If there appears to be fewer under-represented minorities or women in a group than their availability would indicate should reasonably be there, that group is considered underutilized in that job classification.


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4.6. Goals

4.6.1. It is the goal of the Hospital to reflect the communities in which we operate. When it has been established that there exists underutilization of any of the under-represented minorities or women, the Hospital sets a quantitative goal, consistent with federal guidelines, to achieve appropriate utilization. Every available resource is to be mobilized to pursue the objective of achieving that goal.

5. Identification And Correction Of Problem Areas 5.1. MGH has reviewed all programs and services to ensure compliance

with our Equal Employment Opportunity, Affirmative Action and Diversity Plan. After this in-depth analysis, the following areas have been selected as action items for specific attention:

5.2. Action Plan 5.2.1. The Hospital will continue to expand the labor pool from which

it recruits by forming closer alliances with organizations supporting under-represented minorities and women and by advertising in media targeted to identified underutilized groups. These programs include Project RISE; a welfare-to-work program aimed at helping women return to the workforce.

5.2.2. The Hospital will continue its collaborations with select secondary institutions promoting (encouraging) the choice of healthcare professions to their students. This includes Project Pro-Tech and Biomedical Sciences Careers Program, both aimed at introducing and explaining the wide variety of health care careers to high school students and counselors.

5.2.3. The Hospital assists with day care and child-care services through the MGH Back-Up Child Care Center, in an effort to attract more women and under-represented minorities.

5.2.4. The Hospital, through its Diversity Committee, established the Support Service Employee Grant program to provide educational and training grants aiding technical, clerical and service workers in career advancement.

5.2.5. The Hospital, through its benefits package, provides a Tuition Assistance Plan available to employees wishing to pursue


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higher education to advance their careers within the strategic plan of the Hospital.

5.2.6. The Hospital, via its Multicultural Affairs Office, is working to increase physician and scientist recruitment by sponsoring the Visiting Minority Clerkship Program and the Summer Research Trainee Program. Both programs are designed to introduce MGH to beginning healthcare professionals.

5.2.7. The Hospital supports minority faculty development with the Minority Faculty Development Award, a monetary award that includes a grant and loan forgiveness.

5.2.8. Minority faculty development and retention is supported with the Minority House Staff Society, a Hospital-sponsored organization. The Society offers support during the early years of training, including peer mentoring and career counseling.

5.2.9. A Nursing Management Fellowship has been created to provide an opportunity for minority nurses to gain management skills.

5.2.10. The Hospital, through its Human Resources representatives, has formed relationships with professional organizations that serve minority populations. These associations are developed as future recruiting resources.

5.2.11. The Hospital, through its Diversity Committee, has established a Management Development Award (MDA). The purpose of the MDA is to provide training and accelerated professional development to high potential minority employees.

5.2.12. The Hospital supports the Association of Multicultural Members of Partners (AAMP), an employee organization supporting diversity at MGH.

5.2.13. The Hospital has established an Office of Women’s Career Services. The office is a resource for women faculty and has established the Claflin Distinguished Scholar Award, two-year grants targeted at young women faculty members developing careers in research.

5.2.14. The Hospital offers patients and their families a wide variety of dietary and chapel services in an effort to support and assist all cultures during their visit. Special requests may be


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directed to the Hospital’s Director of Diversity for Patient Care Services.

5.2.15. The Hospital offers interpreters for its non-English speaking patients.

6. Internal Audit Procedures 6.1. The Equal Employment Opportunity, Affirmative Action and

Diversity Plan must be audited once per year. The audit consists of: 6.1.1. A review of applicant flow data, hires, transfers, promotions

and terminations. 6.1.2. An analysis done on all data to see if adverse impact has

occurred in the employment, transfer and/or promotion process. 6.1.3. A review of all documentation pertaining to hires, transfers and

promotions to determine why women and under-represented minorities were not selected when they were available.

6.1.4. A complete analysis of all data allowing for a measurement to be made as to the progress of the goals and timetables in those areas where there are underutilizations.

6.1.5. A final report submitted to the Senior Vice President of Human Resources and to the Partners Healthcare System Director of Employment.

6.2. At all times, Human Resources personnel are available to meet with department heads and/or supervisors to review progress in meeting goals and to discuss any changes in policy or the Plan.

7. Program Areas 7.1. Recruitment

7.1.1. The Hospital actively seeks to recruit highly competent women and under-represented minorities for existing and future employment opportunities. Our Recruitment Services representatives contact local, state and federal employment referral agencies, secondary schools and colleges, and specialized placement agencies in order to support this effort.

7.1.2. The phrase “An Equal Employment/Affirmative Action Employer” appears on all materials used in the recruitment effort.


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7.1.3. Human Resources is responsible for developing and strengthening recruiting resources that will increase the number of applications from under-represented minorities and women, especially in those job classifications where underutilization has been determined.

7.1.4. Recruitment programs will continue with schools and colleges known to have a student body that is predominantly female or of under-represented minorities.

7.1.5. The Hospital has a Human Resources manager assigned to the task of recruiting and developing minority managers. This representative attends meetings of minority professional associations with the goal of increasing the number of qualified minority management applicants.

7.1.6. House staff recruitment of under-represented minorities is supported with programs developed in the Office of Multicultural Affairs. These include the Visiting Minority Clerkship Program and the Summer Research Trainee Program.

7.1.7. When a search committee is formed, priority is placed on including women and under-represented minorities amongst its members. All search committees utilize methods deemed most likely to result in inclusion of candidates who are women or under-represented minorities.

7.2. Employment 7.2.1. Applicants for employment, transfer or promotion are

considered on the basis of stated qualifications necessary for the performance of the essential and required tasks of the job. The same qualifications are required of all candidates for a given position without regard to race, color, religion, gender, sexual orientation, age, disability, veteran status, marital status or national origin.

7.2.2. Selection criteria are reviewed to ensure that the qualifications are necessary, valid and inherently nondiscriminatory.

7.2.3. All staff members engaged in making selection and hiring decisions are informed of the need to avoid discrimination in decision-making and are provided periodic training in this regard.


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7.2.4. A nondiscrimination clause is included on our Application for Employment.

7.3. Testing 7.3.1. The Hospital uses testing in certain job categories. The tests are

used exclusively for testing of job knowledge and job-related skills.

7.4. Training 7.4.1. Selection for and participation in Hospital training programs is

without regard to race, color, religion, gender, sexual orientation, age, disability, veteran status, marital status or national origin.

7.4.2. The Hospital’s Tuition Assistance Program is made available to all full-time staff members who wish to enhance their ability to qualify for advancement within the Hospital. All eligible part-time employees also qualify for tuition assistance, albeit on a pro-rated basis.

7.5. Promotions and Transfers 7.5.1. Human Resources posts all job opportunities for which it is

recruiting. All staff members with more than six months of service are eligible to apply for promotions and transfers. Promotions within the same department do not require any waiting periods.

7.5.2. Where additional training and experience is required for advancement, career counseling by appropriate staff personnel is available.

7.5.3. The Hospital has established the Management Development Award for minority administrators. The purpose is to develop a pool of employees who are trained and available to move into higher-level management positions. The award provides funding for advanced training and networking opportunities.

7.5.4. Promotion statistics are maintained and reviewed to ensure upward mobility.

7.6. Subcontractors 7.6.1. MGH notifies in writing all subcontractors and vendors of their

responsibility to comply with Equal Employment Opportunity/


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Affirmative Action laws. All contracts and purchase orders contain the Equal Employment Opportunity clause.

7.7. Community Relations 7.7.1. The Hospital maintains relationships with agencies and

community groups with an interest in fostering the development of equal employment opportunity through affirmative action. (Some of these groups are listed under Sections XIII and XIV.)

7.7.2. Staff members of Human Resources take an active role in the Association of Affirmative Action Professionals, which promotes the networking and sharing of information to improve affirmative action efforts at member companies.

7.7.3. The Hospital’s Diversity Committee has worked to establish relationships with leaders in the minority community. The Hospital’s goal is to continue to pursue meaningful outreach avenues to aid in our recruitment efforts.

7.8. Persons with Disabilities 7.8.1. Massachusetts General Hospital is committed to removing

physical and attitudinal barriers to employment for persons with disabilities. It is the policy and practice of Massachusetts General Hospital to fully comply with Sections 503 and 504 of the Vocational Rehabilitation Act of 1973 and with the Americans with Disabilities Act of 1990. Massachusetts General Hospital is also committed to nondiscrimination, affirmative action and equal opportunity in all terms, conditions and privileges of employment. All employment practices and activities, whether provided or conducted by MGH or another entity on our behalf, will be conducted on a nondiscriminatory basis.

7.8.2. In meeting its affirmative action obligations to persons with disabilities, the Hospital has completed a self-evaluation of its facilities, programs and services and has complied with all other requirements of Sections 503 and 504 of the Vocational Rehabilitation Act of 1973 and with the requirements of the Americans with Disabilities Act of 1990.

7.8.3. The Hospital lists all job opportunities with the Massachusetts Rehabilitation Commission and the Massachusetts Commission for the Blind. Furthermore, the Hospital is a Corporate Member


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of the Resources Partnership, which provides technical assistance for ADA compliance.

7.8.4. As part of our ongoing affirmative action efforts, the Hospital: 7.8.4.1. Annually reviews and updates the Equal Employment

Opportunity, Affirmative Action and Diversity Plan. If there are any significant changes in procedures, rights or benefits as a result of these updates, those changes are communicated to employees and to applicants for employment.

7.8.4.2. Enlists the assistance of organizations serving the needs of persons with disabilities.

7.8.4.3. Determines methods of making reasonable accommodations, consistent with business necessity, for persons with disabilities.

7.8.4.4. Posts information to apprise staff members and applicants of Sections 503 and 504 of the Vocational Rehabilitation Act of 1973 and the American with Disabilities Act of 1990.

7.8.4.5. Invites disabled applicants to identify themselves and to suggest special accommodations.

7.8.4.6. Any employee, or applicant for employment, may review the Hospital’s Equal Employment Opportunity, Affirmative Action and Diversity Plan upon request. The location and hours during which the Plan may be reviewed are posted on the job posting boards.

7.8.4.7. The Hospital reviews all physical or mental job qualification requirements every two years. This is done to ensure that, to the extent qualifications tend to adversely impact persons with disabilities, they are job-related and are consistent with necessity and the safe performance of the job.

7.9. Veterans 7.9.1. The Hospital provides an internet link to all job opportunities

for which we are recruiting with the Commonwealth of Massachusetts’ Division of Employment Training, who also has a relationship with the Veterans Administration. The Hospital invites Vietnam-era veterans to identify themselves.


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7.9.2. The Equal Employment Opportunity, Affirmative Action and Diversity Plan is reviewed and updated on an annual basis. If there are any significant changes in procedures, rights or benefits as a result of the annual update, those changes are communicated to employees and to applicants for employment.

7.9.3. The Hospital reviews all physical or mental job qualification requirements every two years. This is done to ensure that, to the extent qualifications tend to adversely impact Vietnam-era veterans, they are job-related and are consistent with business necessity and the safe performance of the job.

7.10. Benefits 7.10.1. The Hospital continually monitors all benefit programs to

ensure that they are equally available to all eligible staff members.

7.11. Release of Information 7.11.1. It is the policy of MGH to carefully control the release of

confidential information compiled from the personnel files on the nature and composition of the work force, including such information as race and gender. The release of this information to outside resources is restricted to appropriate governmental agencies and courts, as needed.

8. Religious Observances/Practices And National Origin 8.1. It is the policy of MGH to provide equal employment opportunity.

An integral part of this policy is not to discriminate against any individual because of religion or national origin.

8.2. The policy of nondiscrimination and equal employment opportunity applies to all applicants for employment and in the application of all employment practices including: recruitment, promotion, transfer, compensation, benefits, training, educational assistance and termination. It is the policy of MGH to accommodate employees’, or prospective employees’, requests for religious observance unless doing so creates an undue hardship in the particular department involved.

9. Gender Nondiscrimination Guidelines 9.1. Recruitment and Advertising


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9.1.1. The Hospital actively seeks highly competent candidates for existing and future employment opportunities, regardless of their gender. Human Resources contacts local, state and federal employment agencies, secondary schools and colleges, and specialized placement agencies in support of this effort.

9.1.2. Applicants for employment are considered on the basis of stated qualifications necessary for the performance of the essential and required tasks of the job. The same qualifications are required of all candidates without regard to gender.

9.1.3. Since MGH has not established gender as a bona fide occupational qualification for any position within the organization, advertisements for employment do not express a preference for either gender.

9.2. Job Policies and Procedures 9.2.1. The Hospital continually reviews all Human Resources policies

to ensure compliance with the Equal Employment Opportunity, Affirmative Action and Diversity Plan.

9.2.2. Human Resources posts all job opportunities for which it is recruiting. All talented and highly competent candidates have an equal opportunity for posted positions.

9.2.3. The Hospital offers employment opportunities, wages, hours, benefits and other conditions of employment without regard to gender.

9.3. Seniority System 9.3.1. The Hospital has no seniority system for promotions or

transfers. 9.4. Wages

9.4.1. Hospital wage rates are based on prevailing market conditions and the required skill, effort and responsibility necessary for the performance of the essential and required tasks of the job.

10. Discrimination Complaints 10.1. The Hospital has a written discrimination complaint procedure.

Human Resources staff informs individuals of the availability of this procedure when dealing with complaints regarding discrimination. The Human Resources staff also advises individuals about the various


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governmental remedies available when dealing with discrimination complaints.

11. Action-Oriented Programs 11.1. The Hospital sponsors training programs to affirm its

commitment to equal employment opportunity and affirmative action. These programs are also designed to encourage the educational and career development of employees who are women and under-represented minorities. The programs include, but are not limited to; Adult Diploma Program, English as a Second Language, Literacy Program, Effective Writing, Tuition Assistance Program, Women in Leadership and Support Services Employee Grant, as well as programs on cultural diversity within the work force.

12. Consideration Of People Of Color (Minorities) And Women Not Currently In The Work Force Having Requisite Skills 12.1. Massachusetts General Hospital has demonstrated its efforts to

give consideration to under-represented minorities and women not currently in the work force. Over the past year the Hospital has actively participated in and/or worked with various support programs and technical centers that offer assistance and training to women and under-represented minorities.

12.2. The Hospital has had great success with the following support programs and technical centers: • Asian American Civic Association • Biomedical Science Careers Project • Boston Area Health Education Center • Boston Career Link • Boston High School • Boston Jobs Academy • Boston Private Industry Council • Boston Public Schools Science Department • Boston Technical Center • Department of Employment and Training • Dimock Vocational Center • East Boston High School • Greater Boston Rehab • Health Career Academy • James P. Timilty Middle School Services • Jewish Vocational Service • Jobs for Youth • Mayor’s Office for Jobs and Community


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• Operation A.B.L.E. • Operations Practice Support Education • Partners in Careers and Workforce Development • Partners in Discovery • Pine Street Inn • The Work Force • YMCA Training Inc.

13. Support of Local And National Community Action Programs 13.1. MGH recognizes the superior performance and achievement of

Black employees by nominating and selecting candidates for the Greater Boston YMCA Black Achiever’s Award. Communication of this award to the MGH community is through internal publications.

13.2. The Hospital also works in conjunction with various community organizations to encourage the advancement of low-income individuals. Human Resources assists with mock interviewing of students in some programs to help them develop interviewing skills. Selected employment representatives periodically address off-site secretarial classes on employment and advancement opportunities within the Hospital. Some applicants have been involved with internships at the Hospital.

13.3. Human Resources has an ongoing affirmative action relationship with the following organizations:

• Action for Boston Community • AIDS Action Committee • American Red Cross Nursing Assistant Training Program • Aquinas Junior College • Asian Alliance • Association of Affirmative Action Professionals (AAAP) • Bay State Banner • Black MBA Association • Boston Living Center • Boston Private Industry Council • Boston Technical Center (EDIC) • Bunker Hill Community College • Business Leadership Network (BLN) • Career Resources • Computer Learning Center • Development (ABCD) • Dimock Street Community Health Center • Division of Employment Security


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• El Mundo • GLBT Healthcare Forum • Hispanic News Press/El Planeta • Howard University • Institute for Diversity in Health Management • Jewish Vocational Services • Job Net • Jobs for Youth • Latino Professional Network • National Association for the Advancement of Colored People

(NAACP) • National Association of Asian American Professionals (NAAAP) • National Association of Black Accountants • National Association of Health Services Executives (NAHSE) • National Black Nurses Association • National Forum for Latino Healthcare Executives (NFLHE) • Northeastern University Placement Office • Operation A.B.L.E. • Pan Asian American Healthcare Leaders Charter Group • Partners for Youth with Disabilities • Project Pro-tech • Resources Partnership • Roxbury Community College • Simmons College Placement Office • Suffolk University Placement Office • The Partnership, Inc. • The Urban League of Eastern Massachusetts • Training, INC. • YMCA of Greater Boston; Black Achiever Branch

Last revision: 2007 Last review: 2007


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Appendix A: Affirmative Action Legislation

1. Massachusetts Legislation Fair Employment Practices Act of 1947 as amended

2. Equal Pay Act of 1963 3. Title VII of the Civil Rights Act of 1964 as amended 4. Executive Order 11141 (1964) 5. Executive Order 11246 (1965) as amended 6. Age Discrimination in Employment Act of 1967 7. Vocational Rehabilitation Act of 1973, Section 503 and 504 8. Age Discrimination Act of 1975 9. Vietnam Era Veterans’ Readjustment Assistance Act of 1974,

Section 402 10. Americans with Disabilities Act - Public Law 101-336 (1990) 11. Civil Rights Act of 1991


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Appendix B: Bulletin Board Locations G: General Posting Board (Seminar announcements, Upcoming events) Reg: Regulations Posting Board (Minimum wage guidelines, Federal and State regulations etc.) R: Research Posting Board (Clinical trials) Location Floor Type 101 Merrimac Street 5 Reg 165 Cambridge Street 2 G 165 Cambridge Street 5 G, Reg, R Back Bay Health Center 1 Reg Bartlett Hall Extension 1 G, R Blake/Ellison Building 1 G, R Bulfinch Building 1 G, Reg, R Central Staircase Basement G, Reg, R Charlestown Health Center

Basement Reg

Charlestown Navy Yard, Building 149

7 G, Reg, R

Chelsea Health Center 1 Reg Cox Building 1 G, R Edwards Research Building

1 Reg

Everett Health Center 1 Reg Gray/Bigelow Tower 1 G, Reg, R Jackson Tower 1 G, R Main Lobby Information Desk

1 Reg

Medford Registration and Referral Center

3 G, Reg

MGH Somerville 1 G, Reg MGH West, Waltham 2 Reg North End Health Center Reg Revere Health Center 3 Reg Simches Building Multiple G, R Thier Building 1 G, R Vincent Memorial Hospital and Burnham Memorial of Children

1 G, R

Wang ACC Lobby Basement G Warren Building 1 G, R White Building 14 Reg


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Attachment 4.5.b

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Attachment 4.5.c

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Attachment 4.5.c continued

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Attachment 4.5.d

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Attachment 4.5.d continued

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The Hausman Fund to Advance Nursing Diversity

The increased diversification of the MGH nursing staff is a complex issue and will likely be solved if approached in several ways. The Department of Nursing is pleased to present a multi-pronged program with establishment of the Hausman Fund to Advance Nursing Diversity at the MGH. The Hausman Fund will support the educational needs of three unique populations (nursing students at local universities, foreign born nurses who need U.S. credentials to practice, and MGH employees enrolled in a nursing program) by providing financial awards to support their efforts to become nurses. The following is a description of three program areas that an annual gift of $30,000 for three years would fund to address the important issue of diversifying the nursing staff at MGH. The Hausman Nursing Fellowship - $10,000: The Hausman Nursing Fellowship is designed to enhance interest in and commitment to nursing students of color. The undergraduate Fellowship has been developed to afford nursing students following their junior year an opportunity to experience nursing first hand at the MGH by participating in multiple roles within the department. These opportunities provide Fellows with both inpatient and outpatient experiences in an arena rich with clinical experts. The Fellowship is specifically intended to engage undergraduate nursing in a way that recognizes their level of current clinical skills and strengths and that builds in a protected way on those strengths. The Fellows will be assigned a minority nurse preceptor who will work collaboratively to manage encounters with patients and families that assist the fellows to build a body of personal nursing experience. Fellows have opportunities to develop collegial relationships with staff nurses at all levels from clinical nurse to advanced practitioner. Within the variety of experiences available at MGH, each Fellow will be able to select an area of primary interest. This will afford an opportunity to witness the unique contributions of each member of the interdisciplinary care team to an integrated approach within a patient care area. These clinical experiences are intended to energize and inform the Fellows’ future nursing practice.

• This internship will be marketed to nursing students of color and applicants of diverse backgrounds will be encouraged to apply.

• A gift at this level will fund two awards to nursing students entering their senior year for a 10-week paid fellowship at the hospital under the guidance and counseling of a minority nurse preceptor.

• Students will be required as part of the fellowship to develop and present a lecture on health care disparities or the needs and care of diverse populations at MGH and during the academic year to their classmates. MGH faculty and preceptors will attend the presentations in the academic setting.

• This program will present an opportunity for the recruitment of these students upon graduation. In a similar oncology fellowship program at MGH for student nurses, every fellow that successfully completed the program has joined the MGH nursing staff.

Attachment 4.5.e

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The Hausman Fund for Foreign-Born Nurses - $10,000: This assistance is created for foreign-born employees at MGH who work 20 hours or more per week and are committed to pursuing a nursing career and practicing at MGH. Highlighting the crucial importance of a funding source like the Hausman Fund for Foreign-Born Nurses, the Patient Care Services Multicultural Nurses Group (formerly the Foreign-Born Nurses Group) has identified the following issues as barriers to foreign-born nurses’ completion of degree requirements:

• social and financial isolation related to the lack of support networks, due to geographic relocation;

• the additional burden of fee structures for English proficiency exams, credentials, translation of required academic documents, etc.; and

• the prevalence of foreign-born students serving as heads of households with young children.

The MGH is the only hospital in the Boston area to offer a program geared entirely toward foreign-born nurses. Funding, which will be provided at the discretion of the MGH Director of Diversity in Patient Care Services, may be used to pay for books and fees, or alternatively, to address specific barriers that impede a candidate’s progress. It is expected that individuals will have taken advantage of the other resources offered at the MGH, including the Employee Service Grant program, the hospital’s tuition reimbursement benefit and the Association for Multicultural Members of Partners (AMMP) Scholarship prior to utilizing this resource. The intent of the Hausman Fund is to offer financial support for educational and training requirements mandated by a nursing degree program. The Hausman Nursing Scholarship -$10,000: The proposed Hausman Nursing Scholarship Program, with an emphasis on applicants from diverse backgrounds, will help increase the diversity of the staff caring for patients at the MGH. Many of our MGH staff express a strong interest in pursuing a career in nursing. We recognize that the challenges of work, home and school for the diverse applicant are many, and may create financial hardships that make pursuing a degree seem overwhelming. The Hausman Nursing Scholarship will address these hardships and chart new possibilities for talented minority nurses and would-be nurses. Criteria Scholarships will be awarded only to those applicants taking prerequisite courses for nursing, or to candidates enrolled in an accredited nursing program. The application process will involve completing an interview designed to ascertain specifically why the candidate has chosen to pursue a career in nursing, and what he or she can offer the profession. Endorsement from each applicant’s manager, accompanied by two letters of reference, will be required to apply. Candidates must articulate and provide evidence of the ways in which they intend to use their funding. The MGH prefers that each scholarship recipient become affiliated

Attachment 4.5.e continued

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with the Patient Care Service Multicultural Nursing Group at the hospital, which exists to provide career guidance and support to its membership. Other attributes of the Hausman Nursing Scholarship are as follows: • The scholarship is open to any nursing student in a matriculating masters or bachelors

degree-nursing program at an accredited university. • The scholarship will only be awarded to applicants pursuing a career in nursing. • Recipients will be asked to commit to a contract with the MGH, agreeing to work at the

hospital for one year following graduation. • The scholarship will be marketed to nursing students of color, as well as other applicants of

diverse backgrounds. • A selection committee consisting of the Executive Director for the Institute of Patient Care,

the Director of Diversity within the Department of Nursing, the Director of Human Resources in Patient Care Services, and the donor will select the successful applicant(s) for this award annually.

• The donor’s generous gift will fund four $2,000 awards and associated expenses.

Attachment 4.5.e continued

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Workplace Education Program

February 2007 Attendance

Total Enrolled 118 New Students Enrolled 37

Foundations 1 Monday/Wednesday 2:00-3:30 Yawkey

Supervisor Name Dept Loc David Cohen Alonzo, Danisa Nursing White 11 Richard Joseph Farren Dorcelus, Marie Nursing Ellison13 Monika Walker Erisma, Marie Nursing Ellison 6 Krys Klincewicz Martinez, Rosa Patient Transport Gray Jennifer Roy Orillo, Luz Nursing Blake 7 Monika Walker Polynice, Marie-Maude Nursing White 6 Sharon Brothers Rodriguez, Jose OR Administration Gray Mark Miceli Velez, Adriana Food/Nutrition Service White

Beginner Tues/Thurs 3:30-5:00 Charles River Plaza

Supervisor Name Dept Loc Melvin Caban Cruz, Richal R. Environmental Service Wang Nicholas Pritchard DePina, Catarina Lab CRP Kadi Kanu Fernandes, Maria Nursing Ellison16 Mark Barish Guo, Zong Da Environmental Service Wang Thomas Scalese Jaimes, Amalia Environmental Service CRP Anthony Govan Jimenez, Oscar Environmental Service Yawkey James Greer Lima, Isabel Nursing Yawkey EB Smith Makane, Mina Environmental Service Yawkey EB Smith Martinez, Juan Environmental Service Yawkey Jody Melone Membreno, Sonia Food/Nutrition Service Yawkey Melvin Caban Mordan, Pedro Environmental Service CNY EB Smith Perlera, Maria C. Environmental Service Yawkey

Attachment 4.5.f

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Carlos Rivera Silveira, Julio Environmental Service CNY 149 Carolyn Washington St. Brice, Josette Nursing Blake 6 High Beginner Monday/Wednesday 2:00-3:30 Burr Conf Room 3

Supervisor Name Dept Loc Mark Miceli Caban, Alba Food/Nutrition Service White Patricia Galvin DoCanto, Candida Nursing Ellison12 Cristine Bethune Fuentes, Miguel Cardiology Cath Lab Jennifer Cheney Furtado, Maria Nursing Blake 13 Jody Melone Gallego, Jorge Food/Nutrition Service Yawkey Raul Barrios Gonzales, Wilma Environmental Service Blake 2 Jose Angel Pinzon, Marby Environmental Service Jackson Raul Barrios Saikouk, Bouchra Environmental Service Blake Laverna Chow Vieites, Lucia Nursing Bigelow Nicholas Pritchard Vilson, Eveline Mole Bio Simches Susan Gordon Zenati, Meriem Nursing Ellison16 Sharon Scott Zhang, Suhai Social Services Beacon Low Intermediate A Monday/Wednesday 2:00-3:30 Charles River Plaza

Supervisor Name Dept Loc Lisa Martino Coll, Vilma Materials Management Bigelow E.B. Smith da Silva, Maria Environmental Service Yawkey Judith Pines De Pina, Aida Nursing Ellison22 Joan Wharton De Pina, Maria Central Supply White 4 Jane Wardrobe del Rosario, Raphael Staff Support SDSU Robin Lipkis-Orlando Dossantos, Lucinda Nursing Blake 11 Maria Isabel Gonzales Gonzales, Marta Environmental Service Gray lob Joan Wharton Maldonado, Maria OR Administration White Patricia Galvin Nicolas, Marie P. Nursing Ellison12 Lisa Martino Pleitez, Oscar Materials Management Jackson Stella Moody Teixera, Maria Nursing Blake 14 Nicholas Pritchard Tsang, Ling Molecular Biology Simches

Attachment 4.5.f continued

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Attachment 4.5.f continued Low Intermediate B Tuesday/Thursday 3:30-5:00 Yawkey

Supervisor Name Dept Loc Guy Dubuisson Alonzo, Daylis Environmental Service Wellman Amanda Stefancyk Andrade, Lucia Nursing White Renato Marroquin Argueta, Israel Environmental Service Gym Jim Hunt Berhane, Hagos Parking Nashua Mary E. Avila Chen, Thavy Nursing A-CC W Monika Walker Joseph, Viala Nursing Ellison16 Jennifer Cheney Maldonado, Reina Nursing Ellison 3 Raul Barrios Morales, Olga Bernal Environmental Service Blake 2 Patricia Galvin Pires, Lourenca Nursing White 12 Susan Gordon/Kadi Kanu Roseme, Beatrice Nursing Ellison16 Daniel Kahn/Jim Quirk Spinola, Florentina Food/Nutrition Service Bakery Jacqueline Gross Villalta, Rosa Food/Nutrition Service Blossom Intermediate A Monday/Wednesday 3:30-5:00 Charles River Plaza

Supervisor Name Dept Loc Josefina Marroquin Bahir, Mohamed Food/Nutrition Service cof cent Kathleen Leblanc Benmhamed, Zineb Nursing Ellison 3 Thomas Scalese Bonilla, Martin Environmental Service Simches Henry Casciano De Pina, Maria Transportation Spaulding EB Smith Jaimes, Sandra Environmental Service Yawkey Jose Angel Jimenez, Maria Doris Environmental Service Clinics Marita Prater Mkhantar, Hanane Nursing White 8 Stella Moody Paz de Jimenez, Lucia OB Blake 14 Ed Ventura Torres, Fernando Environmental Service Gray 3 Irina Pomerantseva Tran, Huynh Lab Assistant CRP Krys Klincewicz Villilo, Jhonni Materials Management pat tran

Intermediate B January 2007

Tuesday/Thursday 2:00-3:30 Yawkey Supervisor Name Dept Loc Jody Melone Corvera, Sandra Food/Nutrition Service Yawkey Carleyne Krey Da Veiga, Antonietta OR Administration White 3

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Agnes Flaherty Klincewicz, Jadwiga OR Administration White Agnes Flaherty Klincewicz, Kazimierz OR Administration White Scott Cieslieski Mamedov, Galina Nursing White 3 Scott Ciesielski Rodriguez, Frances Nursing WhiteOR Monika Walker Saldarriaga, Jorge Nursing Ellison 6 Jody Melone Sampaio, Helio Food/Nutrition Service Yawkey Lisa Martino Sandoval, Miriam Materials Management Supply Ingrid Beckles Semedo, Maria Nursing Blake 11 Jane Ouellette Silva, Medaly OR Administration White 3 Jane Wardrobe Wong, Patrick Nursing WACC 3 Intermediate C

Monday/Wednesday 3:30-5:00 Yawkey

Supervisor Name Dept Loc

Thomas Scalese Alvarez, Hernan Environmental Service 185 CRP Nancy C. Dorris Bahabla, Akberet Nursing Ellison10 Ignacio Batista Bardales, Berta Environmental Service Warren Lance Shariff Collins, Maria Irene Environmental Service White 2 Maureen Schnider Georges, Sheila Nursing CRT Willie Roberts Guerrero, Marina OR Administration White EB Smith Leung, Suk Chun Environmental Service Yawkey Ignacio Batista Merlain, Jean Environmental Service floater Jennifer Cheney Morisset, Marie A. Nursing Ellison13 Monika Walker Occeus, Fernande Nursing Ellison 6 Allan Dolinski Semerzier, Raphael Environmental Service Ellison Lance Shariff Sobiesiak, Zofia Environmental Service Jack 5 Guy Dubuisson Viasus, Sofia Environmental Service Bartlett High Intermediate A Tuesday/Thursday 2:00-3:30 Charles River Plaza

Supervisor Name Dept Loc Carolyn Paul Angel, Lea Library Treadwell Jennifer Cheney Boulajine, Fatima Nursing Ellison13 Krys Klincewicz Chelstowski, Tadeusz Patient Transport Bigelow Ridwan Himawan Dauphin, Edline Food/Nutrition Service Eat St. Mark Miceli Gutierrez, Diana Food/Nutrition Service White Krys Klincewicz Hernandez, Hilda Patient Transport Bigelow Ed Ventura Lokriti, Fakreddine Environmental Service Clinics William Maynard Morales, Nelfi Environmental Service Yawkey


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Lance Shariff Pires, Domingas Environmental Service White 5 Jose Angel Pracon, Adela Environmental Service Bulfinch Jane Ouellette Ramirez, Bertha OR Administration White Roberta Cross Singri, Halima Nursing Big14 High Intermediate B Monday/Wednesday 3:30-5:00 Burr Conference Room 3 Supervisor Name Dept Loc Raul Barrios Camelo, Alexander Environmental Service Clinics Joseph Buckley Gonzales, Francisca Billing CNY Anthony Govan Jean-Simon, Limder Environmental Service Yawkey Julia Becerra Klepcha, Marina Research Management 16th St. Jim Greer Kyan, Yu Kyuang Nursing Yawkey Guy Dubuisson Lanowa, Zofia Environmental Service Bartlett Joan Wharton Lee, James Nursing OR Ad Laura Camera Lemus, Patricia Research Management CNY Allan Dolinski Lolo, Michel Environmental Service Wh/Big Melissa Thurston Lopes, Rita Nursing Blake12 Cheryl Gear-Alves Ramirez, Luz Environmental Service ACC 9 Anthony Govan Teixeira, Silvino Environmental Service Yawkey


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Attachment 4.5.g

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Attachment 4.5.h

4.5 provide examples of how the organization addresses ......the pcs diversity steering committee, a...

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