DQTPublic Health Academy Presentation: DQT Public Health Academy Presentation


Developing Employee Cultural Competence in Multnomah County Health Department: Developing Employee Cultural Competence in Multnomah County Health Department The Destination:


The Sojourners: The Sojourners Leann Dooley, Dental Services Jan Monical, Disease Prevention & Control Janine Tebeau-Jemerson, Neighborhood Health April Turner, Office of the Director Amparo Mendenhall, Primary Care (Assisted) John McVea, Disease Prevention & Control (Assisted) Valerie Katagiri, Public Health Academy Coordinator (Consultant)


Travel Itinerary: Travel Itinerary Journey #1- Integrating diversity & quality into the Health Department’s strategic plan goals Journey #2- What elements must be present in a diverse workforce to positively impact health outcomes? Journey #3- Explore organizational cultural competency assessment tools Learnings and conclusions


Journey #1: Journey #1 Incorporate Diversity and Quality into the Health Department’s Strategic Plan


Process Findings: Process Findings Incorporating diversity and quality into the Health Department is the work of the Diversity and Quality Team as a whole


Slide7: What elements must be present in a diverse workforce to positively impact health outcomes? Journey #2


Adventures:: Adventures: Literature Search Selection of Peer Counties Analysis of Data


Peer Counties: Peer Counties Alameda Fresno Kern Multnomah San Francisco San Joaquin Seattle/King


Process Findings: Process Findings Too many variables County-to-county variations in collection and interpretation Workforce demographics varied


Recharting our Course: Recharting our Course Could a diverse but, culturally incompetent staff negatively impact health outcomes? Could a non-diverse but, culturally competent staff positively impact health outcomes?


Slide12: How culturally competent is MCHD? What would be the best way to measure this? What is the best way to get a baseline of MCHD’s cultural competency? Should we plan to periodically and regularly assess, compare and analyze our cultural competency? How could we link the analyses to community health outcomes? Questions to consider


Journey #3: Journey #3 Explore organizational cultural competency assessment tools


Slide14: Lewin Group contracted by the Health Resources & Services Administration (HRSA) to interview various MCHD staff using a tool they are developing to measure cultural competence. Journey #3 Detour


Slide15: Reasons to Continue on the Detoured Journey The Lewin Group study will complement the process that our team has begun DQT work plan includes an organizational assessment of MCHD’s cultural competency Unsure when the results of the Lewin tool will be complete


Slide16: Identifying a tool soon and administering it to MCHD employees would help us reach strategic Plan—Cultural Competency. Lewin study specifically addresses the cultural competency in health care service delivery More Reasons to Continue on the Detoured Journey


Solicited feedback from MCHD Teams of Influence: Solicited feedback from MCHD Teams of Influence Cross Functional Leadership Team Diversity and Quality Team Systems and Operations Review Team Mid Level Managers Department Administrative Team and Managers of Color


One team of influence did not participate: One team of influence did not participate 18 evaluation forms distributed RESULTS Nine out of 15 were returned Comments were mixed and inconclusive


Process Findings:: Process Findings: Results from the three tools inconclusive Further analysis should be conducted Lewin study may be useful DQT can help the Lewin Group


DQT Develop a cultural competency tool: DQT Develop a cultural competency tool Wait for the Lewin study OR Next Steps


Recommendations:: Recommendations: Identify and administer an appropriate assessment tool DQT identify people to be interviewed DQT review Lewin study results for alignment with strategic plan goal 4.0 Objective 4.3 – Cultural Competency


Learning Points/Conclusions: Learning Points/Conclusions It was valuable to go through the process All the work we do is a reaffirmation of MCHD’s goal to be a learning organization We can never truly reach completion in our efforts to achieve cultural competence within the Health Dept—it’s a continuous quality improvement process.


Valuing the Process Contributes to the Health Department’s Philosophy of Being a Learning Organization: Valuing the Process Contributes to the Health Department’s Philosophy of Being a Learning Organization


Slide24: Cultural competence is NOT a destination… It’s a Journey!


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