Transcript United Way PowerPoint Presentation Template

Boost Your Community
Impact by Building Your
Cultural Competency
Thursday, May 15, 2008
THE WORK OF UNITED WAY
“WHAT”
“HOW”
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Diversity
is
the quality of
being different
or unique at the
individual group
level. This
includes work
style, parental
status, sexual
orientation,
gender identity,
gender, skin
color, language,
age, mental and
physical
abilities – and
more. Even when
people appear the
same on the
Inclusion
is a
strategy to
leverage
diversity.
Diversity always
exists in social
systems.
Inclusion, on the
other hand, must
be created. In
order to leverage
diversity, an
environment must
be created where
people feel
supported,
listened to, and
able to do their
personal best.
Strategic
Diversity
Management
The
intent is to
create an
environment that
naturally enables
all participants
to fully
contribute to the
achievement of the
goals of the
group. Culture
determines the
organization’s
diversity
management
capability.
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The Business Case
•Aligns with our mission & values
•Stimulates innovation
•Creates better solutions
•Increases resource opportunities
among
donors & volunteers
•Enhances reputation & positioning
(brand)
•Attracts and retains talent
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Cultural Competence
Organizational SelfAssessment: Implications for
Enhancing Social and Human
James L. Mason, Ph.D.
Service
Agencies
Baltimore, Maryland
May , 2008
Learning Objectives
• Describe how cultural differences
within and between groups impact an
organization's or program's ability
to meet community needs.
• Explain the value of a cultural
competency self-assessment, the
essential principles and strategies
to conducting a self-assessment that
is embraced by key stakeholders, and
the key considerations for
leveraging the self-assessment
process and results.
• Identify additional resources and
best practices to help advance
cultural competency in your United
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Objective 1—
Describe how cultural
differences within and between
groups impact an organization's
or program's ability to meet
community needs.
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Dimensions of Diversity
(Between Group Differences)
Cultural Groups of Color:
• Black or African Americans
• Hispanic or Latino Americans
• Asian Americans and Pacific
Islanders
• Native Americans and American
Natives
• European Americans
• Bi- or Multi-Racial
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Dimensions of Diversity
(Between Group Differences)
Non-Ethnic Cultural Groups
• (e.g., women, lgbtq’s, people
w/disabilities, the poor, street
youth, homeless youth, etc. )
Refugees and Immigrants
• Survival vs. Opportunity
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Factors That Influence Diversity
Among Individuals and Groups
Internal Factors
Ecological Factors
Cultural/Racial
Identity
Institutional Biases
Socioeconomic Status
Inter-group
Relations
Nationality
Community Economics
Language
Natural Networks of
Support
Family Constellation
Community History
Social History
Health Beliefs &
Practices
Perception of
Disability
Political Climate
Workforce Diversity
Community
Demographics
Media Impact
Public Safety
Age & Life Cycle Issues
Spatial & Regional
Patterns
Gender & Sexuality
Sexual Orientation
Religion & Spiritual
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Objective 2—
Explain the value of a cultural
competency self-assessment, the
essential principles and
strategies to conducting a selfassessment that is embraced by
key stakeholders, and the key
considerations for leveraging
the self-assessment process and
results.
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Rationale for Organizational
Cultural Competence SelfAssessment
• Addresses current and projected
demographic changes
• Acknowledges cultures and
communities are dynamic and change
over time
• Enhances program utilization/market
share
• Heightens work force appeal and
staff development
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Rationale for Organizational
Cultural Competence SelfAssessment
• Respects culturally diverse belief
systems
• Informs disparity reduction efforts
• Reveals degree of diversity on
policy- and decision making bodies
• Reflects the extent to which
diversity is represented in all
levels of the organization
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Rationale for Organizational
Cultural Competence SelfAssessment
Overcomes negative or biased images
and thinking that may result from:
• Social Learning
• Formal Education
• Contemporary Influences
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Rationale for Organizational
Cultural Competence SelfAssessment
The process may also:
• Establishes baseline measures
• Identifies multicultural training
needs
• Reveals hidden resources and talents
• Shows progress w/repeated measures
• Brings staff, administrator, and
consumer perspectives into view
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Rationale for Organizational
Cultural Competence SelfAssessment
Enhances the the organization’s
ability to:
• Deal with accreditation & licensure
issues
• Secure or remain competitive for
public and private funding
• Recruit, retain, and promote diverse
staff into key positions
• Promote community awareness and
involvement
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Prototypical Assessment Domains
• Knowledge of Diverse Community
• Personal/Professional Involvement
• Community Linkages and Resources
• Staff Development and Training
• Policies and Procedures
• Service Delivery and Practice
• Outreach to Diverse Communities
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Cultural Self-Assessment:
Procedural Issues
• With any survey approach, be aware
of its assets
and liabilities.
• Purpose for assessment should be
conveyed to staff and relevant
others (e.g., board members,
funders, collateral agencies,
customers, advocates).
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Cultural Self-Assessment:
Procedural Issues
• Obtain the support of management,
make them aware the time lines,
deliverables, intended benefits; and
elicit their involvement.
• Record of the number and the
demographic characteristics of
respondents.
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Cultural Self-Assessment:
Procedural Issues
• Convene the activity within an
atmosphere that is comfortable,
participatory, and confidential
and/or anonymous.
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Cultural Self-Assessment:
Procedural Issues
• Inform staff that answering every
question to the best of their
ability is important.
• Let everyone know that they will get
an opportunity to comment on the
self-assessment process.
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Cultural Self-Assessment:
Procedural Issues
Remind staff that the assessment
process:
1.Helps agencies determine their
cross-cultural training needs and
does not compare across agencies,
departments, or individuals,
2.Generates an agency baseline,
3.Facilitates designing agencyspecific training
and staff
development activities specific to
work force diversity and cultural
competence, and
4.Is a dynamic measure and
developmental process subject to
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Objective 3—
• Identify additional resources and
best practices to help advance
cultural competency in your United
Way.
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Natural Networks of Support
• Merchants and Businesspeople
• Unheralded Leaders & Community
Elders
• Faith-Based Institutions
• Ethnic Media & Personalities
• Advocacy Organizations
• Collateral Agencies
• Social Networks
• Consumer and Family Member
Organizations
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Organizational Self-Assessment
Questions:
A Nominal Group Approach
1. What culturally diverse groups does you
agency currently serve?
2. Describe your comforts or discomforts with
the groups listed above?
3. What are the cultural barriers/issues you
face in providing quality services to the
above groups?
4. Identify community contacts or other
cultural key informants that might help you
understand and work more effectively
amongst the culturally diverse communities
and clients?
5. Identify any cross cultural “success
stories” or examples of cultural strengths
you have experienced. Why? How?
Replicable?
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United Way of Central Ohio
Cultural Competency
Standards
Shayne Downton
Baltimore, Maryland
May , 2008
Presentation Highlights
1. United Way of Central Ohio system movement
2.
Agency buy-in thru involvement/support
3. Adherence to a Standard, not a comparison
4. Work is a Continuum
Cultural Destructiveness
→
Cultural Competence
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3-Year Implementation Plan
June 06 to May 09
Year 1: 2006
• Kick-off Event
• Development of Assessment Tool
• Agency Training (Ongoing)
Year 2: 2007
• Testing of Tool - 8 Pilot Agencies
Including UWCO
Year 3: 2008
• System Wide Assessment/Full Utilization
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10 Standard Categories
•Leadership
•Vision/Mission
•Staff
•Volunteers
•Training/Development
•Work/Service Climate
•Cultural Concepts
•Outcomes Management
•Community Involvement
•Service
Delivery/Program Dev.
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Prescription For
Success
•Compare Agency to
itself over time
•Goal: Establish a
Baseline, Identify
Developmental
Milestones, Move Toward
Positive End of
Continuum
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What is the Assessment Tool?
•Definition – Concept for a given Standard
Category
•Standard – What we aspire to be.
Says What does it look like if we are doing it
“right?”
•Indicator – Data that answer the question
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UWCO Assessment Tool
cont.
Category
- Leadership
Standard L1 – Leaders
of the organization are
appropriately representative of the
consumers/customers in the organization’s service
area and community at large, and are fully engaged
in the decision making process.
Indicator – Board officers, committee chairs and
senior staff are diverse and reflect both the
constituency the agency serves and its service
area. They are involved in gov. & policy
decisions.
Does not
Does not
Cannot Meet
Meet
Meet
Standard and
Scale
Meets
Partially
Standard/has Standard but
does not
Standard
Meets
attempted to has capacity have capacity
Standard
Meet
to Meet
to Meet
Standard
Standard
Standard
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Assessment Tool Guide
• Establish Assessment Review Team
• Define Rules of Engagement
• Review UWCO Standards
• Collect & Review Materials
• Develop Work Plan
• Complete Assessment
• Develop Report
• Share Results
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Assessment Tool Guide
cont.
Materials/Data Checklist
DATA
Source
Leadershi
p L1
Leadersh
ip L2
Leadersh
ip L3
• Board List &
Minutes
• Committee
List
• Strategic
Plan
• Budget
• Vision/Missi
on
• Annual
Report
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UWCO Cultural Competency
Standards
Outcomes
1) Agency Outcomes
2) Staff & Volunteer
Outcomes
3) Program Outcomes
4) Consumer/Customer
Outcomes
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