Cultural Competency for Managers

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Cultural Competency for Managers

• Module 6Cultural Competencyand Case Management

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Where are you on the continuum?
Cultural competency
Cultural pre-competence
Cultural blindness
Cultural incapacity
The Cultural Competency Continuum (Cross, Bazron
, Dennis and Isaacs, 1989)
Cultural destructiveness
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Learning Outcomes

• Devise indicators to identify an organisations
  level of cultural competency
• Generate strategies to help support development
  stages of organisational cultural competency
• Identify key performance indicators from each of
  Dreachslins (1999) five stages in line with a
  quality improvement framework
• Develop an action plan to progress an
  organisation through Dreachslins (1999) five
  stage process in the development of cultural
  competency

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• Ground rules

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Culturally Competent Worker
Organisational AttitudesPoliciesStructuresVal
ues
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Culturally Competent Worker
Organisational Culturally destructive,
incapacitated, or culturally blind
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Attitudes
Effective case management in a cross cultural
environment.
Congruent agreeingcorrespondingcoinciding
Policies
Behaviours
U.S. National Centre for Cultural Competency
(2005)
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Dreachslin, (1999)
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Continuous improvement
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• Open discussion about diversity
• Strategies to encourage interest
• Acknowledge difference
• Service starts to reach out to local communities

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• Staff and client satisfaction data is considered
  with specific reference to cultural and
  linguistic diversity
• Case management processes are considered from
  differing cultural perspectives
• Diversity of client load reflects the diversity
  of the community
• Diversity of staff and brokerage agency staff
  reflects the diversity of the community
• The physical environment of the workplace
  represents diversity

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• The staff, management and organisation explore
  the meaning of culture and the implications of
  working within a context of diversity
• This phase is often associated with training, but
  could include exchanges with cultural brokers and
  cultural brokerage agencies

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• Fundamental change occurs
• Staff are rewarded for cultural competency
  initiatives
• Agency enters into partnerships with diverse
  community groups and organisations

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• Renewal and expansion of initiatives that
  accommodate diversity
• There is evidence of greater staff and client
  diversity, as well as satisfaction across those
  ranges
• The agency becomes an agent for change and a
  leader in the sector

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Our Organisation

• Management systems
• How we organise our work (policies) and
• Staff development.

ContinuousQualityImprovementSystem
Our Networks
Our Services

• Planning services
• Access to services and
• Service quality.

• Where we fit in the sector and
• Partnerships.

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Our Organisation
DISCOVERY
Our Networks
Our Services
Adapted from Dreachslin (1999)
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Our Organisation
Our Networks
Our Services
Adapted from Dreachslin (1999)
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Our Organisation
DISCOVERY
Our Networks
Our Services
Adapted from Dreachslin (1999)
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Our Organisation
EXPLORATION
TRANSFORMATION
ASSESSMENT
DISCOVERY
REVITALISATION
Our Networks
Our Services
Adapted from Dreachslin (1999)
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Our Organisation
1. Work is organised in a safe and systematic
manner, through the use of policies and
procedures.
DISCOVERY
ASSESSMENT
REVITALISATION
EXPLORATION
TRANSFORMATION
Adapted from Dreachslin (1999)
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Our Organisation/ Discovery

• Policies and procedures of the organisation/progra
  m address the importance of cultural diversity
  and the principles of access and equity.
• The organisation has a policy that all public
  functions begin with a statement that recognises
  and names the traditional custodians of the Land
  where the service is located or operates.
• The organisation has a policy to identify the
  cultural make up of the geographical area of
  service delivery.

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Our Organisation
1. Work is organised in a safe and systematic
manner, through the use of policies and
procedures.
Adapted from Dreachslin (1999)
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Our Organisation/ Assessment

• A policy exists to compare the cultural diversity
  of clients to the cultural diversity of the
  geographical areas of service.
• The organisation has a policy to review client
  satisfaction with specific reference to the
  cultural appropriateness of service delivery.
• In consultation with CALD and ATSI community
  groups and leaders, the organisation surveys
  community groups about their need and awareness
  of community care services.

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Action Plan for this Year
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Then onwards, through the cycle, to the next goal
REVITALISATION
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Attitudes
Effective case management in a cross cultural
environment.
Congruent agreeingcorrespondingcoinciding
Policies
Behaviours
U.S. National Centre for Cultural Competency
(2005)
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Dreachslin (1999)
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Our Organisation
EXPLORATION
TRANSFORMATION
ASSESSMENT
DISCOVERY
REVITALISATION
Our Networks
Our Services
Adapted from Dreachslin (1999)
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Please complete an evaluation