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

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Context for Public Health Nutrition Practice 
Cultural Competence Coalitions/CollaborationComm
unity-based
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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/
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Understanding the Concept

• Cultural competence is an ongoing process
• Concerted change effort by individuals and
  organizations

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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

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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)

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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

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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

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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

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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

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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.

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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/
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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.

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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

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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
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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.

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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.

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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.

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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
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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.

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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
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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?