Title: Context%20for%20Public%20Health%20Nutrition%20Practice:
1Context for Public Health Nutrition Practice
Cultural Competence Coalitions/CollaborationComm
unity-based
2I. 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/
3Understanding the Concept
- Cultural competence is an ongoing process
- Concerted change effort by individuals and
organizations
4Cultural 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
5Guiding 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)
6Cultural Competence Starting Points (Fieldstone
Alliance)
- Understand the concept
- Decide what cultural competence means for your
organization - Ask Questions
- Establish the right structure
7Decide what cultural competence means for your
organization
- Across the organization outreach, evaluation,
administration, strategy and planning, quality
assurance, consumer involvement, HR, marketing,
linguistic competence
8Right 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
9II. Coalitions
- A coalition is a temporary alliance or partnering
of groups in order to achieve a common purpose or
to engage in joint activity
10Coalitions 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.
11Coalitions 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/
12Coalitions 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.
13Building 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
14Three 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
1510 Principals of Resilience for Collaboration
- The leadership of each participating agency
energetically supports the results the
collaboration aims to achieve. - There is equitynot equalityof organizational
power in the collaboration. - Systems are changed as individual organizations
change themselves internally. - Leadership is shared among organizations.
- Conflict is expected and is managed effectively.
16Confronting 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.
17Principles of Resilience, cont.
- Collaboration is transparent and does not create
a new level of bureaucracy. - Each agency in a collaboration is accountable to
its own leadership and its own constituents. - Decision making becomes faster and more effective
as power to make decisions is delegated to
appropriate subgroups. - Collaborations are usually impermanent.
- Documentation supports resilience.
18Community-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
199 Key CBPR Principles Barbara Israel
- Recognize community as a unit of identity
- Build on strengths and resources within the
community - Facilitate collaborative, equitable partnership
in all phases of the research - Promote co-learning and capacity building among
all partners - Integrate and achieve a balance between research
and action for mutual benefit of all partners - Emphasize relevance of public health problems and
ecological perspectives that recognize and attend
to the multiple determinants of health and
disease - Involve systems development through a cyclical
and iterative process - Disseminate findings and knowledge gained to all
partners in a manner that involves all partners - Involve long-term process and commitment.
20How 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
21Group 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?