United Way PowerPoint Presentation Template

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Boost Your Community Impact by Building Your
Cultural Competency Thursday, May 15, 2008
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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 outside, they are different!
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 organizations diversity
management capability.

• 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.

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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
Self-Assessment Implications for Enhancing
Social and Human Service Agencies

• James L. Mason, Ph.D.
• Baltimore, Maryland
• May , 2008

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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 Way.

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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, lgbtqs, 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
• Cultural/Racial Identity
• Socioeconomic Status
• Nationality
• Language
• Family Constellation
• Social History
• Health Beliefs Practices
• Perception of Disability
• Age Life Cycle Issues
• Spatial Regional Patterns
• Gender Sexuality
• Sexual Orientation
• Religion Spiritual Views
• Political Orientation Affiliation

• Ecological Factors
• Institutional Biases
• Community Economics
• Inter-group Relations
• Natural Networks of Support
• Community History
• Political Climate
• Workforce Diversity
• Community Demographics
• Media Impact
• Public Safety
•  
•  

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Objective 2

• 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.

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Rationale for Organizational Cultural Competence
Self-Assessment

• 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
Self-Assessment

• 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
Self-Assessment

• 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
Self-Assessment

• 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
Self-Assessment

• Enhances the the organizations 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
• Helps agencies determine their cross-cultural
  training needs and does not compare across
  agencies, departments, or individuals,
• Generates an agency baseline,
• Facilitates designing agency-specific training
  and staff development activities specific to
  work force diversity and cultural competence,
  and
• Is a dynamic measure and developmental process
  subject to change.

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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

• What culturally diverse groups does you agency
  currently serve?
• Describe your comforts or discomforts with the
  groups listed above?
• What are the cultural barriers/issues you face in
  providing quality services to the above groups?
• Identify community contacts or other cultural key
  informants that might help you understand and
  work more effectively amongst the culturally
  diverse communities and clients?
• 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 OhioCultural Competency
Standards
Shayne Downton Baltimore, Maryland May , 2008
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Presentation Highlights

• United Way of Central Ohio system movement
• 2. Agency buy-in thru involvement/support
• Adherence to a Standard, not a comparison
• 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 organizations 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.
• Scale

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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
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UWCO Cultural Competency StandardsOutcomes

• Agency Outcomes
• Staff Volunteer Outcomes
• Program Outcomes
• Consumer/Customer Outcomes

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