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Title: Context%20for%20Public%20Health%20Nutrition%20Practice:


1
Context for Public Health Nutrition Practice 
Cultural Competence Coalitions/CollaborationComm
unity-based
2
I. Cultural Competence
  • Brings together cultural knowledge, awareness
    and sensitivity and adds operational
    effectiveness
  • A culturally competent organization has the
    capacity to bring into its system many different
    behaviors, attitudes and policies and work
    effectively in cross-cultural settings to produce
    better outcomes.

http//ctb.ku.edu/en/
3
Understanding the Concept
  • Cultural competence is an ongoing process
  • Concerted change effort by individuals and
    organizations

4
Cultural Competence Why do we care?
  • Diversity is reality
  • Creativity through new perspectives ideas
  • Builds trust and cooperation
  • Heads off unwanted surprises
  • Increases participation and involvement

5
Guiding Principals
  • Value Diversity
  • Conduct Self-assessment ability to
  • Be involved and comfortable with people from
    different cultures and backgrounds
  • Show genuine respect for others who
    are different.
  • Work effectively with people from different
    cultures and backgrounds.
  • Link to networks of people and groups from
    different cultures and backgrounds.
  • Understand of the dynamics of difference
  • Purposely work toward inclusion (integrating
    perspectives and opinions)

6
Cultural Competence Starting Points (Fieldstone
Alliance)
  1. Understand the concept
  2. Decide what cultural competence means for your
    organization
  3. Ask Questions
  4. Establish the right structure

7
Decide what cultural competence means for your
organization
  • Across the organization outreach, evaluation,
    administration, strategy and planning, quality
    assurance, consumer involvement, HR, marketing,
    linguistic competence

8
Right Structure
  • Diverse staff at all levels
  • Identify each participants content expertise
  • Ensure representation from communities served
  • Leader with appropriate skills and content
    expertise
  • Accountability measures

9
II. Coalitions
  • A coalition is a temporary alliance or partnering
    of groups in order to achieve a common purpose or
    to engage in joint activity

10
Coalitions work when
  • goals are similar and compatible,
  • working together enhances collaborators
    abilities to reach their goals, and
  • the benefits of coalescing are greater than the
    costs.

11
Coalitions and Collaborations Why do we care?
  • A coalition of organizations can win on more
    fronts than a single organization working alone
  • more people who have a better understanding of
    your issues more people advocating for your
    side.
  • A coalition can bring more expertise and
    resources to bear on complex issues
  • physical and financial resources
  • expertise
  • each group gains access to the contacts,
    connections, and relationships established by
    other groups.

http//www.beyondintractability.org/essay/coalitio
n_building/
12
Coalitions and Collaborations Why do we Care?
(cont)
  • The activities of a coalition are likely to
    receive more media attention than those of any
    individual organization.
  • A coalition can build a lasting base for change.
    Once groups unite, each group's vision of change
    broadens and it becomes more difficult for
    opposition groups to disregard the coalition's
    efforts as dismissible or as special interests.

13
Building Diverse Community Based Coalitions
  • Recruitment plan choice of partners sends a
    message to the community, not necessarily most
    prominent members, use go-betweens
  • Partners concerned enough about the core issues
    to make a solid commitment, consider risk in
    getting involved
  • Fully integrate and share power
  • Assure accessibility to newcomers

14
Three Strategies for Nimble Collaboration
  • Focus on Results
  • Shape Relationships
  • Structure for Resilience

http//www.fieldstonealliance.org/client/client_pa
ges/tools_you_can_use/07-25-07_nimble_collab.cfm
15
10 Principals of Resilience for Collaboration
  1. The leadership of each participating agency
    energetically supports the results the
    collaboration aims to achieve.
  2. There is equitynot equalityof organizational
    power in the collaboration.
  3. Systems are changed as individual organizations
    change themselves internally.
  4. Leadership is shared among organizations.
  5. Conflict is expected and is managed effectively.

16
Confronting Conflict
  • The key to moving through the tough times is
    keeping the focus on concrete, work related
    issues.
  • leave room for different styles of expression
    and try to not take it personally.

17
Principles of Resilience, cont.
  1. Collaboration is transparent and does not create
    a new level of bureaucracy.
  2. Each agency in a collaboration is accountable to
    its own leadership and its own constituents.
  3. Decision making becomes faster and more effective
    as power to make decisions is delegated to
    appropriate subgroups.
  4. Collaborations are usually impermanent.
  5. Documentation supports resilience.

18
Community-Based
  • Community-based participatory research in health
    is a collaborative approach to research that
    equitably involves all partners in the research
    process and recognizes the unique strengths that
    each brings.
  • CBPR begins with a research topic of importance
    to the community with the aim of combining
    knowledge and action for social change to improve
    community health and eliminate disparities.

W. K. Kellogg Foundation
19
9 Key CBPR Principles Barbara Israel
  1. Recognize community as a unit of identity
  2. Build on strengths and resources within the
    community
  3. Facilitate collaborative, equitable partnership
    in all phases of the research
  4. Promote co-learning and capacity building among
    all partners
  5. Integrate and achieve a balance between research
    and action for mutual benefit of all partners
  6. Emphasize relevance of public health problems and
    ecological perspectives that recognize and attend
    to the multiple determinants of health and
    disease
  7. Involve systems development through a cyclical
    and iterative process
  8. Disseminate findings and knowledge gained to all
    partners in a manner that involves all partners
  9. Involve long-term process and commitment.

20
How do leaders make it happen?
  • Frame ideasthe capacity to define opportunities
    and issues in ways that lead to effective action.
    Through framing, a group understands and decides
    what needs to be done, how it is to be done, and
    why it is important.
  • Build social capitalthe capacity to develop and
    maintain relationships that allow people to work
    together and share resources.
  • Mobilize resourcesthe capacity to organize and
    engage enough people, financial resources, votes,
    and organizations to make the project a reality.

http//www.fieldstonealliance.org/client/client_pa
ges/tools_you_can_use/02-08-06_cmty_leadership.cfm
21
Group Work
  • What groups, organizations and individuals will
    you bring together in coalition or collaboration?
  • How will you build culturally competent right
    structure?
  • How will you apply CBPR principals to the
    evaluation of your initiative?
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