Title Color

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Cultural Competence in the Workplace
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Overview of MDACC
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Who We Are

• Mission
• To eliminate cancer in Texas, the nation and the
  world through outstanding integrated programs in
  patient care, research, education and prevention.

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Who We Are

• Core Values
• Caring By our words and actions, we create a
  caring environment for everyone.
• Integrity We work together to merit the trust
  of our colleagues and those we serve.
• Discovery We embrace creativity and seek new
  knowledge.

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Awards

• Ranked 1 cancer hospital in US News and World
  Report 2001 and 2003
• Received Magnet Nursing Services Recognition -
  fewer than 45 hospitals in the world have
  received this honor
• JCAHO accreditation score of 98 highest in
  MDACC history

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Patient Care Profile
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Financial Profile

• Operating Revenues 1.38 B
• Operating Margin 64.3 M
• Total Research Expenditures 262 M
• Indigent Care Provided 148.9 M

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MDACC Demographics
60.00
50.00
Surrounding
40.00
Counties
30.00
MDACC
20.00
10.00
0.00
White
Black
Hispanic
Asian/Pacific
American
Islander
Indian/Alaskan
Native
Counties Brazoria, Chambers, Fort Bend,
Galveston, Harris, Liberty, Montgomery, Waller
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MDACCs Office of Institutional Diversity

• Background
• Established in March of 2000, OID reports to the
  Office of the President and is charged with
  initiating and directing organizational change in
  such a way that M. D. Anderson Cancer Center
• Represents the population that it serves,
• Becomes the employer of choice in the Texas
  Medical Center,
• Continues in its overall mission to eradicate
  cancer and its associated illness in all
  populations.

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MDACCs Office of Institutional Diversity (contd)

• OIDs Core Functions
• Recruitment/Representation
• Is our workforce representative of the population
  we serve?
• Enhances the institutions efforts to recruit and
  retain a diverse workforce
• Workforce Diversity
• Does every member of the institution have an
  equal opportunity to succeed?
• Maintains an environment of inclusion and
  connects diversity education to the business plan

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MDACCs Office of Institutional Diversity (contd)

• OIDs Core Functions
• Outcome Measures and Compliance
• Can we measure our progress and the success of
  our programs?
• Ensures that programs continue to exert a
  positive and measurable influence
• Diversity and Cancer Disparities Research
• Are our patients representative of the
  demographics of the population?
• Activities designed to further understanding of
  issues related to cnacer disparities and diversity

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OID Organizational Chart
President
President
Vice President
Vice President
Center for Research on Minority Health
Center for Research on Minority Health
Director
Director
Administration Operations
Administration Operations
Organization for Women
Organization for Women
Administrative Manager
Coordinator
Coordinator
Administrative Manager
Coordinator
Coordinator
Minority Faculty Admin.
Cmte
.
Minority Faculty Admin.
Cmte
.
Administration Operations
Administration Operations
Administration Operations
Administration Operations
Administration Operations
Administration Operations
Administrative Assistant
Sr. Secretary
Administrative Assistant
Sr. Secretary
Administration Operations
Administration Operations
Administration Operations
Administration Operations
Associate Vice President
Associate Vice President
for Diversity Programs
for Diversity Programs
Director
ad interim
Director
ad interim
Director
Director
ad interim
Director
Director
Director
ad interim
Director
Diversity Cancer Disparities
Diversity Cancer Disparities
Workforce Diversity
Workforce Diversity
Recruitment Representation
Outcome Measures Compliance
Recruitment Representation
Outcome Measures Compliance
Coordinator
Coordinator
Coord
., Workforce Diversity
Coord
., Workforce Diversity
Diversity Cancer Disparities
Diversity Cancer Disparities
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Coordinator
Research Intern
Research Intern
Recruitment Representation
Recruitment Representation
Outcome Measures Compliance
Outcome Measures Compliance
Outcome Measures Compliance
Outcome Measures Compliance
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Cultural Competence

• The ability to effectively communicate across
  differences.

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Cultural Competence and Employer of Choice

• What this means
• Creating an environment where we
• Understand how all the dimensions of diversity,
  differences and similarities foster increased
  creativity, innovation and problem solving
• Build alliances and a path to improved
  relationships with and among employees and the
  community we serve
• Understand the dynamics of the expression of
  biases
• Recognize that communicating across cultures
  affects everyday interactions with our co-workers
  and patients
• Develop a heightened awareness and sensitivity to
  people in our work community with diverse
  cultural backgrounds

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Are We Culturally Competent?

• What does this really mean to our patients?
• We understand and are sensitive to
• the beliefs, values, traditions and practices of
  a culture.
• the culturally-defined, health-related needs of
  individuals, families and communities.
• the culturally-based belief systems of the
  etiology of illness and disease and those related
  to health and healing.
• The attitudes toward seeking help from health
  care providers

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Are We Culturally Competent?

• What does this really mean to our employees?
• We value the diversity of our workforce.
• We are sensitive to and value all dimensions of
  diversity.
• We strive to increase awareness of cultural
  differences in our workforce and educate each
  other in these differences.

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What are we doing to create an culturally
competent environment?

• Promoting Awareness
• Disseminating information regarding cultural
  competence
• Addressing myths and stereotypes
• Demonstrating that behaviors and attitudes
  considered normal for this society are not
  universal norms

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What are we doing to create an culturally
competent environment?

• Modeling the Way
• Defining and demonstrating what are acceptable
  and unacceptable behaviors
• Developing skills in communicating across
  cultures
• Focusing on conflict management in a
  multicultural environment

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What are we doing to create an culturally
competent environment?

• Exploring Personal Attitudes and Prejudices
• Encouraging and coaching self-reflection to
  examine deeper issues of stereotypes and
  assumptions
• Understanding the origins of individual biases

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What are we doing to create an culturally
competent environment?

• Analyzing Organization Culture
• Examining the individual culture of each business
  unit
• Looking at individual work environments to
  determine how performance management systems
  support or undermine a multicultural workforce

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What are we doing to create a culturally
competent environment?

DevelopingPeople

Culturally Sensitive InstitutionPrograms
Practices
Worforce Support Systems
Cultural Competency
Diversity Education
Training
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What are we doing to create a culturally
competent environment?


Organization Publications
Growing the Business




Communications
Diversity Website

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Institutional Change Barriers and Opportunities

• Engaging leadership commitment
• Assessing cultural competence
• Increasing awareness
• Educating workforce
• Increasing cross cultural communication skills
• Developing cultural humility
• Measuring progress

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Cultural Humility

• A lifelong process of self-reflection and
  self-critique.
• J. Murray-Garcia, MD M, Tervalon, MD,
  Journal of Health Care for the Poor and
  Underserved, 1998

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• Cultural Humility
• Allows a culturally competent provider to
  identify the presence and importance of
  differences between their orientation and that of
  each patient or person they interact with and to
  explore compromises that would be acceptable to
  both.

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The Platinum Rule
Do unto others as they would like to be done
unto.
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Questions