Culturally
competent organisations employ six principles in planning and delivering their
services.
These
principles are essential in taking cultural competence from theory to action.
1. Include community representation and consultation
Community participation provides an understanding of
community needs. Processes for community representation and feedback include
focus groups, advisory committees or board representation.
Example: A hospital
contacts past and present patients and carers to form a community advisory
committee.
2. Integrate it into existing systems of the
organisation
Integrating cultural competence into core business
activities prevents it from being viewed as an ‘add on' or an ‘extra project'
and ensures that cultural competency strategies are well resourced within the
budget.
Example: A local
community health centre integrates cultural competence strategies into an
existing quality improvement framework.
3. Make it manageable, measurable and sustainable
Measuring and evaluating the results of cultural competence
is critical to a project's success and sustainability.
Example: Patients at a
medical clinic who require an interpreter are asked to complete a questionnaire
in their community language. The findings of the questionnaire demonstrate that
providing interpreters resulted in a positive experience for the patient.
4. Frame it within an economic model
Framing cultural competence within an economic model will
engage management and staff by demonstrating direct benefits to the organisation
and clients. The organisation recognises the financial risk of not providing
culturally competent services.
Example: A manager produces a report for the board of
directors that highlights the benefit of introducing an automatic booking
system for interpreters.
5. Show
commitment from leadership
Commitment from leadership is a key factor to the successful
implementation of cultural competency.
Example: A CEO ensures
that cultural competency strategies are included in the organisational plan and
time is allocated for staff to undertake training. The CEO also requests that a
cultural diversity committee be formed within the organisation.
6. Provide
ongoing staff training and support
Ongoing training gives staff the information, tools and skills
necessary to successfully implement changes.
Example: A nursing
home provides cultural competency training to all staff on an annual basis.
Source: Adapted from WU. E. & Martinez. M (2006) ‘Taking Cultural
Competency From Theory to Action' Californian Pan -Ethnic Health Network.
who is responsible for cultural competence?
Cultural
competence is everyone's responsibility:
- Governments - at all levels,
not just health
- Agencies - at all levels, not
just health
- Policy and decision makers
- CEOs, finance and operational
managers
- Professional bodies and their
members
- Individual workers and
practitioners