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%O =  (2 Adopt principles  that underpin cultural competency in health Take action  on infrastructure & human resources that support cultural competency Set standards  establish specific competencies at system, organisation, professional and individual level Z޴ZfZ/ H ^m  (2 Engaging consumers & communities and sustaining reciprocal relationships Leadership and accountability for sustained change Building on strengths  know the community, know what works A shared responsibility  creating partnerships and sustainabilityhPfP޴P30  (2! Engaging consumers & communities and sustaining reciprocal relationships Promotion of healthier living and environments is a reciprocal relationship CALD background communities and health services engage, learn & exchange at all stages of health care research, development and delivery ZIfZLp޴Z22P޴Z2fZ 3Z3I޴$3;  (2 Leadership and accountability for sustained change Begins at highest levels of systems, organisations and professions Continues to individual development and practice z3ft޴ 333޴s3<  (2 Building on strengths  know the community, know what works Population health approach Use data, information on diverse communities Acknowledge CALDB experience  successful practice Understand risk factors & protective behaviours Z=fZ޴Z$3Z3=޴3=  (2 A shared responsibility  creating partnerships and sustainability Partnerships  between health and human services, education and research sectors Find systematic and long-term approaches zCf|޴ 33C޴|޴2  (2BFour dimensions for action & f  ?  (2 Fosters culturally competent behaviour through: Effective policies and procedures Mechanisms for monitoring Sufficient resources Policies that support involvement of culturally diverse communities in health mattersZ0޴Z"0޴<20޴K0@  (2 Cultural competency is valued, integral to core business, supported and evaluated Skills and resources to support diverse clients are in place Management committed to diversity management e.g. training for staff, cultural and linguistic diversity in staffing`޴G޴GA  (2 Makes cultural competency important part of education & professional development Professions develop cultural competence standards Guidance provided for working lives of individuals:޴B  (2 Individuals develop optimum knowledge, attitudes, behaviours re cultural competence Individual health professionals are supported to work with diverse communities Individuals develop relevant, appropriate, sustainable health promotion programs R޴f4}  (2R Competency = knowledge, conviction, capacity for action Systems, organisations, professional groups & individuals can develop cultural competencies in specific areas& Z޴fj  (2 Policy / Evaluation e.g. a policy framework that directs & supports cultural competency across health system Budgeting & resources e.g. high priority areas are specifically budgeted for  staff training, interpreter & language skills Consumer participation e.g. reps of diverse communities are included at all stages of service development & deliveryP޴PY޴P޴Ph޴P޴P^޴PYh  ^,x  (2OManagement e.g. performance agreements hold managers accountable Education/skills e.g. professions consider cultural / linguistic diversity in communication & health practice Self-reflection e.g. individuals understand potential impact of cultural & linguistic diversity on clients, & adapt practice to meet cross-cultural requirements ޴6޴޴]޴޴޴ 6]  5~nPractical approaches ?G Case study scenarios Next steps Resources, contacts & more info jHZ "l  (2 Research shows poor nutrition and low fitness affect some CALD background groups more than others How would cultural competency principles guide a media campaign to promote healthy eating and improve fitness? beo޴feo!p  (2 Use research identify issues & key groups Partnerships work with relevant community leaders, share knowledge Community engagement get communities involved  from planning onward use consumer advisory group, focus groups Methodology select media outlets used by the CALD Background group/s you want to reach Evaluate before & after data to assess impact XZZZ7ZZZZ ZKZ Z&ZZ޴ZfZ7Z   K   & h  (2 A Muslim community leader notices low physical activity / reduced fitness among Muslim women in her local area What culturally competent strategies would help find a solution? qA޴fqA #q  (2Community involvement Muslim women initiate action, identify solutions Reciprocity Culturally appropriate community consultation, informal discussion, discuss barriers within community & with local authorities Sustainability Identify culturally appropriate solutions that have ongoing support, e.g. women-only exercise classes, appropriate venues Think about wider factors e.g. child care, transport etc. Share success Evaluate & document outcomes, share learning with other cultural groups >P1P PPPPPHPPP޴PfP1   H C  (2g Suggestions for projects & action at all levels Individual Organisational Professional Systemic Z1%Z4FZ3035$J Access toolkits or other material to develop self-awareness & competencies Take part in cross-disciplinary forums to share information & skills, promote support & awareness Look for opportunities to introduce or improve cultural competence  discuss with colleagues LL$޴Z%޴Z$޴Z.z Participate in partnership forums with govts to apply the Model locally Budget strategies  mobilise resources, prioritise cultural competence Management competencies and performance measures HR strategies recruitment, succession planning, education Context-specific competencies for your organisation, its community & health workers p$޴Z,$޴ZU$޴ZG,U/y  Demonstrate leadership raise profile of cultural competency, recommend strategies for professional practice Participate in partnership forums with govts / other agencies on applying the model Reflect principles of cultural competency in ethical & other professional conduct codes Develop policies and context-specific competencies for specific health professional group Promote information to members P$޴PU$޴P$޴P)$޴F$޴P3USXZ0{ A specific resource for Aboriginal and Torres Strait Islander Peoples National collaboration on framework for culturally competent health practice Address gaps in research, information and evidence base Promote best practice diversity organisations $޴o  (2w [ Insert National info ] [ NHMRC website & guide ] [ Insert State organisations xxx ] [ Insert organisation contact ] hv޴f1$EKX Cultural Competency in Health Care& . .-)(3(3 /,,     "#$% &"'$(-*6+;-=.J   0` ̙33` ` ff3333f` 333MMM` f` f` 3>?" dd@,|?" dd@   " @ ` n?" dd@   @@``PR    @ ` ` p>> |@(    6kr  "P r  T Click to edit Master title style! !$  0nr  " r  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     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' l= @BA?%,( < +O%,( < +DX ' =%(%(D ' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*lo%(D' =-g6B fade*<3<*loDh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*l%%(D' =-g6B fade*<3<*l%Dh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*l%J%(D' =-g6B fade*<3<*l%JDh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*lJw%(D' =-g6B fade*<3<*lJw+p+0+l0 ++0+l0 +  0 .&p(  p~ p s *Pj:   ~ p s *  z p s 8A  Header3"H p 0޽h ? ___PPT10i.pX+D=' = @B +$ 0 @ <(  ~  s *s  ~  s *    H  0޽h ? ___PPT10i.G?})+D=' = @B + # 0 'P (    s PA0e0e #" 0e> A   s *y w<$@ 0 A q  6pA I _'Systems, organisations, professions can(($H  0޽h ? ̙33S K ___PPT10+ ."+;Y"vD' = @B D' l= @BA?%,( < +O%,( < +D' =%(%(Dy' =%(D[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*@%(D' =-g6B fade*<3<*@D[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*@%(D' =-g6B fade*<3<*@D[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*+9% 0 +#`(    s IA0e0e #" 0e> A   s *ǒ w<$@ 0  "p`Pp  6` A I [#Principles for cultural competency$$$H  0޽h ? ̙33  ___PPT10 ."+;Y"vDb ' = @B D ' l= @BA?%,( < +O%,( < +DT ' =%(%(D ' =%(D[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*K%(D' =-g6B fade*<3<*KD[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*L%(D' =-g6B fade*<3<*LD[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*D[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*+  0 c(    s 0e0e #" 0eP     60ג 1  E Principle 1   ~  s *ؒ -  H  0޽h ? ̙33___PPT10i."+D=' = @B +  0 c(    s ڒ0e0e #" 0eP   ~  s *ڒ     6 1 E Principle 2   H  0޽h ? ̙33___PPT10i."+D=' = @B +  0  c(    s  0e0e #" 0eP   ~  s *t Rr     6 c E Principle 3   H  0޽h ? ̙33___PPT10i."+D=' = @B +  0 0 c(    s & 0e0e #" 0eP   ~  s *D' 0P     6(  u E Principle 4   H  0޽h ? ̙33___PPT10i."+D=' = @B +E  0 \ T ! (    s < 0e0e #" 0eP   ~  s *=       6  A The Model $F <   P %@ z  < J2  # "`z J2   # "`d ZJ2   # "`; J2   # "`?S ]     WH?systemicArial BlackP t #     W?individualArial Black     WGal?organisationalArial BlackmP     WG?professionalArial Black )   Z˟޴1?"`    T˟޴1?"` & d  T˟޴1?"`9    T޴1?"`"&d  T޴1?"` &  T޴1?"`p   Hrg 1? @0  ! HA rg 1?Y GSource: Research and consultation report commissioned for NHMRC projectH0H H  0޽h ? ̙33___PPT10i."+D=' = @B +  0 `   P(    s 4I 0e0e #" 0eP     s *E <$ 0     6F  M TAction at Systemic Level  L z   #  D2    "`z D2   "`d ZD2   "`; D2   "`?S ]  #  WH?systemicArial Black"`w!   W?individualArial BlackHc    WGal?organisationalArial BlackC    WG?professionalArial BlackSH  0޽h ? ̙33___PPT10j."++D' = @B D ' l= @BA?%,( < +O%,( < +D ' =%(%(D ' =%(Dh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*1%(D' =-g6B fade*<3<*1Dh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*1S%(D' =-g6B fade*<3<*1SDh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*To%(D' =-g6B fade*<3<*ToDh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*p%(D' =-g6B fade*<3<*pDh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*+8+0+0 +V  0   4 \(  4 4 s k 0e0e #" 0eP    4 s *l ]}<$ 0    4 6q  0 XAction at Organisational Level L z  4#  D2 4  "`z D2 4  "`d ZD2 4  "`; D2 4  "`?S ] 4 3  W?GpvH?systemicArial Black"6?@`NNN?Nw! 4   W??individualArial Black"6?@`NNN?N 4 3  W?G6S?organisationalArial Black"6?@`NNN?N h8 4 #  W?G, f?professionalArial Black"6?@`NNN?NH 4 0޽h ? ̙33"  ___PPT10 ."++D ' = @B DQ ' l= @BA?%,( < +O%,( < +D ' =%(%(D ' =%(Dh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*4S%(D' =-g6B fade*<3<*4SDh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*4S%(D' =-g6B fade*<3<*4SDh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*4%(D' =-g6B fade*<3<*4Dh' =A@BB BB0B%()))D' =1:Bvisible*o3>+B#style.visibility<*4%(D' =-g6B fade*<3<*4+8+0+40 +  0 RJ  < (  < < s W 0e0e #" 0eP    < s *X h<$ 0    < 6腑  0 VAction at Professional Level L z  <#  D2 <  "`z D2  <  "`d ZD2  <  "`; D2  <  "`?S ]  < 3  W?GpvH?systemicArial Black"6?@`NNN?Nw!  <  W?individualArial BlackH <   WGal?organisationalArial Blacky  < 3  W?G?professionalArial Black"6?@`NNN?NH < 0޽h ? ̙33"  ___PPT10."++D' = @B DQ' l= @BA?%,( < +O%,( < +D' =%(%(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*<R%(D' =-g6B fade*<3<*<RD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*<R%(D' =-g6B fade*<3<*<RD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*<%(D' =-g6B fade*<3<*<+8+0+<0 +   0   D(  D D s  0e0e #" 0eP    D s * <$ 0    D 6  0 TAction at Individual Level F 6 YJ D  T z  D# 6 YJD2 D  "`z D2  D  "`d ZD2  D  "`; D2  D  "`?S ]   D 3  W?GpvH?systemicArial Black"6?@`NNN?N G  D #  W??individualArial Black"6?@`NNN?Ns 9W D   WGal?organisationalArial Black   D #  W?G, f?professionalArial Black"6?@`NNN?N H D 0޽h ? ̙33"  ___PPT10."++D' = @B DQ' l= @BA?%,( < +O%,( < +D' =%(%(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*DU%(D' =-g6B fade*<3<*DUD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*DU%(D' =-g6B fade*<3<*DUD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*D%(D' =-g6B fade*<3<*D+8+0+D0 +B  + 0 @(  @ @ s  0e0e #" 0eP    @ s * <$ 0    @ 6D  z NDevelop competencies H @ 0޽h ? ̙33___PPT10."++DV' = @B D' l= @BA?%,( < +O%,( < +DH' =%(%(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*@9%(D' =-g6B fade*<3<*@9D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*@:%(D' =-g6B fade*<3<*@:+8+0+@0 +Z   0  (    s Թ 0e0e #" 0eP     s * <$ 0     68q  z f,Specific competencies&  H  0޽h ? ̙33___PPT10."++DV' = @B D' l= @BA?%,( < +O%,( < +DH' =%(%(D ' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*n%(D' =-g6B fade*<3<*nD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*n%(D' =-g6B fade*<3<*nD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*a%(D' =-g6B fade*<3<*a+8+0+0 +Z * 0    (      s ӑ 0e0e #" 0eP      s *ԑ <$ 0      6$֑  t f,Specific competencies&  H   0޽h ? ̙33___PPT10."++DV' = @B D' l= @BA?%,( < +O%,( < +DH' =%(%(D ' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*  %(D' =-g6B fade*<3<*  D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*  A%(D' =-g6B fade*<3<*  AD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<* AR%(D' =-g6B fade*<3<* ARD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<* R%(D' =-g6B fade*<3<* RD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<* %(D' =-g6B fade*<3<* D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<* P%(D' =-g6B fade*<3<* P+8+0+ 0 +=  0 T L H (  HB2 H # "`R8 B2 H # "`W B2 H # "`( B2 H # "`a  H   WH?systemArial Black  H   W?individualArial Black SL   H  WGal?organisationArial BlackPxa  H  WG?professionArial Black<  H Zg1?"`p H H rg 1?T B0 2  H H rg 1? :Competence = knowledge conviction capacity for action;0; W H N D?rg 1? N  iIndividual applies knowledge, conviction, capacity for action to inform organisation, profession & system:j0*-888 H N?rg 1?u  g-Organisation & profession support individual .0 2. H Tg1?"`5 H Tg1?"`  H T{f1?"`T   H T1?"`pD H TU1?"`(H H 0޽h ? ___PPT10i.@jC+D=' = @B + 0 <(  ~  s *d?> ? ~  s * ?``   ? H  0޽h ? ___PPT10i.G?})+D=' = @B +S  " 0  (    s T?0e0e #" 0eP  ?   s *?<$ 0 ?   6? j0 _%Case Study Scenario 1: Media campaign&& H  0޽h ? ̙33___PPT10."++DV' = @B D' l= @BA?%,( < +O%,( < +DH' =%(%(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*d%(D' =-g6B fade*<3<*dD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*e%(D' =-g6B fade*<3<*e+8+0+0 + ' 0 (    s ,?0e0e #" 0eP  ? ~  s *? ?   6l? "`0 |BCulturally competent approaches & "" H  0޽h ? ̙33___PPT10i."+D=' = @B +X   0 t(  t t s \ķ0e0e #" 0eP    t s *Ʒ<$ 0   t 68ʷ j0 d*Case Study 2: Community group fitness ++ H t 0޽h ? ̙33___PPT10."++DV' = @B D' l= @BA?%,( < +O%,( < +DH' =%(%(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*tp%(D' =-g6B fade*<3<*tpD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*tq%(D' =-g6B fade*<3<*tq+8+0+t0 +8 ( 0 >6(    s ?0e0e #" 0eP  ?   s *?Y<$ 0 ?   6@ 0 JCulturally competent strategies & . && H  0޽h ? ̙33___PPT10z."++D' = @B D' l= @BA?%,( < +O%,( < +D' =%(%(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*G%(D' =-g6B fade*<3<*GD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*GS%(D' =-g6B fade*<3<*GSD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*S%(D' =-g6B fade*<3<*SD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*[%(D' =-g6B fade*<3<*[D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*[%(D' =-g6B fade*<3<*[D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*+8+0+0 +  0  L4(  L L s 0e0e #" 0eP    L s *"<$@ 0   L 68 7w B Next Steps $ L0 TA ? ? Dh  H L 0޽h ? ̙33___PPT10 ."+GݶD ' = @B D ' l= @BA?%,( < +O%,( < +D ' =%(%(D? ' =%(D[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*L1%(D' =-g6B fade*<3<*L1D[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*L2=%(D' =-g6B fade*<3<*L2=D[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*L>M%(D' =-g6B fade*<3<*L>MD[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*LN[%(D' =-g6B fade*<3<*LN[D[' =4@BB BB%()))D' =1:Bvisible*o3>+B#style.visibility<*L\f%(D' =-g6B fade*<3<*L\f+   0   l(  l l s *  <$ 0    l 62 ,d TNext steps for individuals H l 0޽h ? ̙33"  ___PPT10."+m޿D' = @B DQ' l= @BA?%,( < +O%,( < +D' =%(%(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*lL%(D' =-g6B fade*<3<*lLD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*lM%(D' =-g6B fade*<3<*lMD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*l%(D' =-g6B fade*<3<*l+8+0+l0 +P  0 P,(  , , s *4J<$ 0   , 6K , VNext steps for organisations H , 0޽h ? ̙33___PPT10."+m޿DV' = @B D' l= @BA?%,( < +O%,( < +DH' =%(%(D ' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*,I%(D' =-g6B fade*<3<*,ID8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*,I%(D' =-g6B fade*<3<*,ID8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*,%(D' =-g6B fade*<3<*,D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*,%(D' =-g6B fade*<3<*,D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*,%(D' =-g6B fade*<3<*,D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*,P%(D' =-g6B fade*<3<*,P+8+0+,0 +  0 @((  ( ( s *0ݷ<<$ 0   ( 6\  YNext steps: professional groups   H ( 0޽h ? ̙33B:___PPT10."+MD' = @B Dq' l= @BA?%,( < +O%,( < +D' =%(%(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(%(D' =-g6B fade*<3<*(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(m%(D' =-g6B fade*<3<*(mD' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(n%(D' =-g6B fade*<3<*(nD' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(%(D' =-g6B fade*<3<*(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(w%(D' =-g6B fade*<3<*(wD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(x%(D' =-g6B fade*<3<*(x+8+0+(0 +   0  `0(  0 0 s *P?]!<$ 0 ?  0 6o 1  SNext steps across systems H 0 0޽h ? ̙33b Z ___PPT10: ."+m޿D ' = @B D ' l= @BA?%,( < +O%,( < +D ' =%(%(DP ' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*0F%(D' =-g6B fade*<3<*0FD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*0F%(D' =-g6B fade*<3<*0FD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*0%(D' =-g6B fade*<3<*0D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*0%(D' =-g6B fade*<3<*0+8+0+00 + & 0 (    s r 0e0e #" 0eP  r    s *0r <$ 0 r    6Lo  0 NHow to find out more H  0޽h ? ̙33b Z ___PPT10: ."++D ' = @B D ' l= @BA?%,( < +O%,( < +D ' =%(%(DP ' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4%(D' =-g6B fade*<3<*4D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4W%(D' =-g6B fade*<3<*4WD8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*Ww%(D' =-g6B fade*<3<*Ww+8+0+0 +   0 JB p(  p~ p s * Ca   p NDrg 1?74 ,$ 0 f&Who s responsible? $0(3 p Nrg 1?6 p ,$ 0 J Everybody $ 0 (3H p 0޽h ? ̙33nf___PPT10F.+ bD' = @B Di' l= @BA?%,( < +O%,( < +D' =%(%(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*p%(D' =-g6B fade*<3<*pD' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*p%(D' =-g6B fade*<3<*p+p+0+p0 ++0+p0 + 0 hM(  hX h C d'?   ? h S ??d~ 05a  ? O;This slide to be put up prior to the presentation beginningH h 0 e" ? ̙330 0 3+(  ^  S d'?   %  S dd~ 05aT  <4___PPT9 {ACALD or CALDB = Culturally and Linguistically Diverse Background BfBH  0 e" ? ̙3380___PPT10.k5; 0  (  d  c $d'?     c $d~ 05aT  <4___PPT9 ;.fH  0 e" ? ̙3380___PPT10.k5< 0  (  d  c $d'?     c $d~ 05aT  <4___PPT9 ;.fH  0 e" ? ̙3380___PPT10.k5= 0 @ (  d  c $d'?     c $d~ 05aT  <4___PPT9 ;.fH  0 e" ? ̙3380___PPT10.k5? 0 p (  d  c $d'?     c $@d~ 05aT  <4___PPT9 ;.fH  0 e" ? ̙3380___PPT10.k5@ 0  8(  8d 8 c $d'?    8 c $ d~ 05aT  <4___PPT9 ;.fH 8 0 e" ? ̙3380___PPT10.k5A 0  @(  @d @ c $d'?    @ c $ d~ 05aT  <4___PPT9 ;.fH @ 0 e" ? ̙3380___PPT10.k5B 0  H(  Hd H c $d'?    H c $d~ 05aT  <4___PPT9 ;.fH H 0 e" ? ̙3380___PPT10.k5K 0  te(  td t c $d'?    t s *#d~ 05a   O;This slide to be put up prior to the presentation beginningH t 0 e" ? ̙33L 0  \(  ^  S d'?     S 4d~ 05aV  >6___PPT9 Full definition from NHMRC Guide:  Cultural competence is a set of congruent behaviours, attitudes, and policies that come together in a system, agency or among professionals and enable that system, agency or those professions to work effectively in cross-cultural situations (Cross et al 1989 cited in Eisenbruch 2004a). 4F$0  0ooH  0 e" ? ̙3380___PPT10.+mR 0 NF (  d  c $d'?   :  c $X6d~ 05aT  <4___PPT9 :Put notes and comments here& 0ooH  0 e" ? ̙3380___PPT10.+mT 0 NF (  d  c $d'?   :  c $ Rd~ 05aT  <4___PPT9 :Put notes and comments here& 0ooH  0 e" ? ̙3380___PPT10.+mV 0  "(  ^  S d'?     S Xd~ 05a    H  0 e" ? ̙3380___PPT10.IDY\ 0 PH (  d  c $d'?   <  c $xfd~ 05aV  >6___PPT9 :Put notes and comments here& 0ooH  0 e" ? ̙3380___PPT10.+m] 0  (  d  c $d'?     c $Jd~ 05aV  >6___PPT9 RBangkok Charter 2005, Ottawa Charter 2001 and WHO Health Report 2006 are evidence of an international trend that focuses on promoting improved health by addressing the wider health care needs of consumers including social, emotional, cultural and x factors. 0ooH  0 e" ? ̙3380___PPT10.+mh 0 x(  xd x c $d'?    x c $H}d~ 05aT  <4___PPT9 ;.fH x 0 e" ? ̙3380___PPT10.k5j 0 (  d  c $d'?     c $d~ 05aT  <4___PPT9 ;.fH  0 e" ? ̙3380___PPT10.k5l 0 0(  d  c $d'?     c $Hd~ 05aT  <4___PPT9 ;.fH  0 e" ? ̙3380___PPT10.k5> 0 @"(  ^  S d'?     S |d~ 05a    H  0 e" ? ̙3380___PPT10.`ۺX 0 P"(  ^  S d'?     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Who is responsible?DD~ ((2 R  Behaviours, attitudes and policies that enable systems, organisations, professions and individuals to work effectively in cross-cultural situations   3@2@2  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~Root EntrydO)H @PicturesaCurrent User2SummaryInformation(h"PowerPoint Document(UDocumentSummaryInformation8e2 *   -Clip (MS_ClipArt_Gallery.50,Microsoft Clip GalleryL/ 0|DTimes New Romanh@h@{- 0-DArial Unicode MSh@{- 0-" DLucida Sans Unicode{- 0-"0DArial Sans Unicode{- 0-"@DWingdingss Unicode{- 0- A0.  @n?" dd@  @@`` LD WH        $            H         ~"    r  '$%&'(*+_$R$if u~#Oݦ$$2$A˕Z(_m|"!8{ݦ 0e0e    rg A@ A1 8c8c     ?1 d0u0@Ty2 NP'p<'pA)BCD|E|| D?C޴̥v;@G g4KdKdH. 0ppp@ g4ddddH. 0"p p3<4KdKd4.w 0h@p{& <4!d!d4.w 0h@p{т; ʚ;t3ʚ;<4dddd4. x 04.0___PPT10 ppN___PPT90/ 0{]m26?(@(}(jDx8pVqV? %O =:T$Cultural Competency in Health N%"33 ff C VAbout cultural competency?CWhat is it? Why do we need it? What does it do? Who is responsible?DD~ ((2 R  Behaviours, attitudes and policies that enable systems, organisations, professions and individuals to work effectively in cross-cultural situations   3@2@2@2޴޴R ((2 B improves health and wellbeing by integrating culture into delivery of health services focuses on capacity of health systems more than awareness of difference everyone s responsibility - not  special interest groups it s not new !!& good health policy & services meet consumers needs 8 3PPP2PP2PP2PP2!- C C 7޴] ((2  Everyone has a right to health care that meets their needs Australia s diversity is increasing Health system not always responsive Health inequalities experienced by many groups Health services, managers and practitioners are accountable for meeting needs of all consumers World-wide pressure to improve Bangkok Charter 2005, WHO World Health Report 2006  3PPP2`PPpP3PP2PP2 C3T ((2  Improves equity & access for all groups Good business practice More effective service for health consumers and carers Better use of health resources f 3@@2C\ ((2  Acknowledges benefits of diversity Achieves best, most appropriate care for each consumer Ensures self-determination for consumers and communities Holds governments, health organisations and managers accountable for meeting needs of the communities they serve T 3@2@2< ((2 Governments  all levels Policy decision-makers  all agencies / all levels of government (not just health!) Managers  CEOs, finance, operational managers of health & related services Professions  professional bodies and their members Workers & practitioners  in health & related organisations Individuals  Everyone can learn and contribute !3Z!03Z-4pZ-2nPZ2PZ2  ;A &" "z7*A guide to improving cultural competency ++(?'New NHMRC guide Aim Target audience ((89 Aim of Guide   nSupport development of health care services that meet needs of culturally & linguistically diverse communitiesoo:Outcomes   }Stimulate broader discussion Ownership of issues Begin nationally supported, sustained change Provide ideas for next steps ~~X Increasing cultural competency !!(?8Principles Four Dimensional Model Developing Competency 99>  (2 Adopt principles  that underpin cultural competency in health Take action  on infrastructure & human resources that support cultural competency Set standards  establish specific competencies at system, organisation, professional and individual level Z޴ZfZ/ H ^m  (2 Engaging consumers & communities and sustaining reciprocal relationships Leadership and accountability for sustained change Building on strengths  know the community, know what works A shared responsibility  creating partnerships and sustainabilityhPfP޴P30  (2! Engaging consumers & communities and sustaining reciprocal relationships Promotion of healthier living and environments is a reciprocal relationship CALD background communities and health services engage, learn & exchange at all stages of health care research, development and delivery ZIfZLp޴Z22P޴Z2fZ 3Z3I޴$3;  (2 Leadership and accountability for sustained change Begins at highest levels of systems, organisations and professions Continues to individual development and practice z3ft޴ 333޴s3<  (2 Building on strengths  know the community, know what works Population health approach Use data, information on diverse communities Acknowledge CALD experience  successful practice Understand risk factors & protective behaviours Z=fZ޴Z$3Z3=޴3=  (2 A shared responsibility  creating partnerships and sustainability Partnerships  between health and human services, education and research sectors Find systematic and long-term approaches zCf|޴ 33C޴|޴2  (2BFour dimensions for action & f  ?  (2 Fosters culturally competent behaviour through: Effective policies and procedures Mechanisms for monitoring Sufficient resources Policies that support involvement of culturally diverse communities in health mattersZ0޴Z"0޴<20޴K0@  (2 Cultural competency is valued, integral to core business, supported and evaluated Skills and resources to support diverse clients are in place Management committed to diversity management e.g. training for staff, cultural and linguistic diversity in staffing`޴G޴GA  (2 Makes cultural competency important part of education & professional development Professions develop cultural competence standards Guidance provided for working lives of individuals:޴B  (2 Individuals develop optimum knowledge, attitudes, behaviours re cultural competence Individual health professionals are supported to work with diverse communities Individuals develop relevant, appropriate, sustainable health promotion programs R޴f4}  (2R Competency = knowledge, conviction, capacity for action Systems, organisations, professional groups & individuals can develop cultural competencies in specific areas& Z޴fj  (2 Policy / Evaluation e.g. a policy framework that directs & supports cultural competency across health system Budgeting & resources e.g. high priority areas are specifically budgeted for  staff training, interpreter & language skills Consumer participation e.g. reps of diverse communities are included at all stages of service development & deliveryP޴PY޴P޴Ph޴P޴P^޴PYh  ^,x  (2OManagement e.g. performance agreements hold managers accountable Education/skills e.g. professions consider cultural / linguistic diversity in communication & health practice Self-reflection e.g. individuals understand potential impact of cultural & linguistic diversity on clients, & adapt practice to meet cross-cultural requirements ޴6޴޴]޴޴޴ 6]  5~nPractical approaches ?G Case study scenarios Next steps Resources, contacts & more info jHZ "l  (2 Research shows poor nutrition and low fitness affect some CALD background groups more than others How would cultural competency principles guide a media campaign to promote healthy eating and improve fitness? beo޴   C !"#$%&'()*+,-./0123456789:;<=>?@ABfeo!p  (2 Use research identify issues & key groups Partnerships work with relevant community leaders, share knowledge Community engagement get communities involved  from planning onward use consumer advisory group, focus groups Methodology select media outlets used by the CALD background group/s you want to reach Evaluate before & after data to assess impact XZZZ7ZZZZ ZKZ Z&ZZ޴ZfZ7Z   K   & h  (2 A Muslim community leader notices low physical activity / reduced fitness among Muslim women in her local area What culturally competent strategies would help find a solution? qA޴fqA #q  (2Community involvement Muslim women initiate action, identify solutions Reciprocity Culturally appropriate community consultation, informal discussion, discuss barriers within community & with local authorities Sustainability Identify culturally appropriate solutions that have ongoing support, e.g. women-only exercise classes, appropriate venues Think about wider factors e.g. child care, transport etc. Share success Evaluate & document outcomes, share learning with other cultural groups >P1P PPPPPHPPP޴PfP1   H C  (2g Suggestions for projects & action at all levels Individual Organisational Professional Systemic Z1%Z4FZ3035$J Access toolkits or other material to develop self-awareness & competencies Take part in cross-disciplinary forums to share information & skills, promote support & awareness Look for opportunities to introduce or improve cultural competence  discuss with colleagues LL$޴Z%޴Z$޴Z.z Participate in partnership forums with govts to apply the Model locally Budget strategies  mobilise resources, prioritise cultural competence Management competencies and performance measures HR strategies recruitment, succession planning, education Context-specific competencies for your organisation, its community & health workers p$޴Z,$޴ZU$޴ZG,U/y  Demonstrate leadership raise profile of cultural competency, recommend strategies for professional practice Participate in partnership forums with govts / other agencies on applying the model Reflect principles of cultural competency in ethical & other professional conduct codes Develop policies and context-specific competencies for specific health professional group Promote information to members P$޴PU$޴P$޴P)$޴F$޴P3USXZ0{ A specific resource for Aboriginal and Torres Strait Islander Peoples National collaboration on framework for culturally competent health practice Address gaps in research, information and evidence base Promote best practice diversity organisations $޴o  (2w [ Insert National info ] [ NHMRC website & guide ] [ Insert State organisations xxx ] [ Insert organisation contact ] hv޴f1$EKX Cultural Competency in Health Care& . .-)(3(3 /,,     "#$% &"'$(-*6+;-=.  0  c(    s $ 0e0e #" 0eP   ~  s *% Rr     6d1  c E Principle 3   H  0޽h ? ̙33___PPT10i."+D='  = @B + ' 0 (    s |# 0e0e #" 0eP   ~  s *D_      6|`  "`0 |BCulturally competent approaches & "" H  0޽h ? ̙33___PPT10i."+D='  = @B +r!pˡ=wu( ՜.+,D՜.+,t    On-screen ShowHFSL(G /Times New RomanArial Unicode MSLucida Sans UnicodeArial WingdingsDefault DesignMicrosoft Clip Gallery%Cultural Competency in Health About cultural competency      +A guide to improving cultural competency Slide 10 Aim of Guide Outcomes!Increasing cultural competency               Slide 28Practical approaches      Slide 35 Slide 36 Slide 37 Slide 38 - Cultural Competency in Health Care.  Fonts UsedDesign TemplateEmbedded OLE Servers Slide Titles((S[  _PID_HLINKS DMSDocTypeA_0gatessgatesshttp://www.ceh.org.au/http://www.@2޴޴R ((2 B improves health and wellbeing by integrating culture into delivery of health services focuses on capacity of health systems more than awareness of difference everyone s responsibility - not  special interest groups it s not new !!& good health policy & services meet consumers needs 8 3PPP2PP2PP2PP2!- C C 7޴] ((2  Everyone has a right to health care that meets their needs Australia s diversity is increasing Health system not always responsive Health inequalities experienced by many groups Health services, managers and practitioners are accountable for meeting needs of all consumers World-wide pressure to improve Bangkok Charter 2005, WHO World Health Report 2006  3PPP2`PPpP3PP2PP2 C3T ((2  Improves equity & access for all groups Good business practice More effective service for health consumers and carers Better use of health resources f 3@@2C\ ((2  Acknowledges benefits of diversity Achieves best, most appropriate care for each consumer Ensures self-determination for consumers and communities Holds governments, health organisations and managers accountable for meeting needs of the communities they serve T 3@2@2< ((2 Governments  all levels Policy decision-makers  all agencies / all levels of government (not just health!) Managers  CEOs, finance, operational managers of health & related services Professions  professional bodies and their members Workers & practitioners  in health & related organisations Individuals  Everyone can learn and contribute !3Z!03Z-4pZ-2nPZ2PZ2  ;A &" "z7*A guide to improving cultural competency ++(?'New NHMRC guide Aim Target audience ((89 Aim of Guide   nSupport development of health care services that meet needs of culturally & linguistically diverse communitiesoo:Outcomes   }Stimulate broader discussion Ownership of issues Begin nationally supported, sustained change Provide ideas for next steps ~~X Increasing cultural competency !!(?8Principles Four Dimensional Model Developing Competency 99>  (2 Adopt principles  that underpin cultural competency in health Take action  on infrastructure & human resources that support cultural competency Set standards  establish specific competencies at system, organisation, professional and individual level Z޴ZfZ/ H ^m  (2 Engaging consumers & communities and sustaining reciprocal relationships Leadership and accountability for sustained change Building on strengths  know the community, know what works A shared responsibility  creating partnerships and sustainabilityhPfP޴P30  (2! Engaging consumers & communities and sustaining reciprocal relationships Promotion of healthier living and environments is a reciprocal relationship CALD background communities and health services engage, learn & exchange at all stages of health care research, development and delivery ZIfZLp޴Z22P޴Z2fZ 3Z3I޴$3;  (2 Leadership and accountability for sustained change Begins at highest levels of systems, organisations and professions Continues to individual development and practice z3ft޴ 333޴s3<  (2 Building on strengths  know the community, know what works Population health approach Use data, information on diverse communities Acknowledge CALD experience  successful practice Understand risk factors & protective behaviours Z=fZ޴Z$3Z3=޴3=  (2 A shared responsibility  creating partnerships and sustainability Partnerships  between health and human services, education and research sectors Find systematic and long-term approaches zCf|޴ 33C޴|޴2  (2BFour dimensions for action & f  ?  (2 Fosters culturally competent behaviour through: Effective policies and procedures Mechanisms for monitoring Sufficient resources Policies that support involvement of culturally diverse communities in health mattersZ0޴Z"0޴<20޴K0@  (2 Cultural competency is valued, integral to core business, supported and evaluated Skills and resources to support diverse clients are in place Management committed to diversity management e.g. training for staff, cultural and linguistic diversity in staffing`޴G޴GA  (2 Makes cultural competency important part of education & professional development Professions develop cultural competence standards Guidance provided for working lives of individuals:޴B  (2 Individuals develop optimum knowledge, attitudes, behaviours re cultural competence Individual health professionals are supported to work with diverse communities Individuals develop relevant, appropriate, sustainable health promotion programs R޴f4}  (2R Competency = knowledge, conviction, capacity for action Systems, organisations, professional groups & individuals can develop cultural competencies in specific areas& Z޴fj  (2 Policy / Evaluation e.g. a policy framework that directs & supports cultural competency across health system Budgeting & resources e.g. high priority areas are specifically budgeted for  staff training, interpreter & language skills Consumer participation e.g. reps of diverse communities are included at all stages of service development & deliveryP޴PY޴P޴Ph޴P޴P^޴PYh  ^,x  (2OManagement e.g. performance agreements hold managers accountable Education/skills e.g. professions consider cultural / linguistic diversity in communication & health practice Self-reflection e.g. individuals understand potential impact of cultural & linguistic diversity on clients, & adapt practice to meet cross-cultural requirements ޴6޴޴]޴޴޴ 6]  5~nPractical approaches ?G Case study scenarios Next steps Resources, contacts & more info jHZ "l  (2 Research shows poor nutrition and low fitness affect some CALD background groups more than others How would cultural competency principles guide a media campaign to promote healthy eating and improve fitness? beo޴feo!p  (2 Use research identify issues & key groups Partnerships work with relevant community leaders, share knowledge Community engagement get communities involved  from planning onward use consumer advisory group, focus groups Methodology select media outlets used by the CALD background group/s you want to reach Evaluate before & after data to assess impact XZZZ7ZZZZ ZKZ Z&ZZ޴ZfZ7Z   K   & h  (2 A Muslim community leader notices low physical activity / reduced fitness among Muslim women in her local area What culturally competent strategies would help find a solution? qA޴fqA #q  (2Community involvement Muslim women initiate action, identify solutions Reciprocity Culturally appropriate community consultation, informal discussion, discuss barriers within community & with local authorities Sustainability Identify culturally appropriate solutions that have ongoing support, e.g. women-only exercise classes, appropriate venues Think about wider factors e.g. child care, transport etc. Share success Evaluate & document outcomes, share learning with other cultural groups >P1P PPPPPHPPP޴PfP1   H C  (2g Suggestions for projects & action at all levels Individual Organisational Professional Systemic Z1%Z4FZ3035$J Access toolkits or other material to develop self-awareness & competencies Take part in cross-disciplinary forums to share information & skills, promote support & awareness Look for opportunities to introduce or improve cultural competence  discuss with colleagues LL$޴Z%޴Z$޴Z.z Participate in partnership forums with govts to apply the Model locally Budget strategies  mobilise resources, prioritise cultural competence Management competencies and performance measures HR strategies recruitment, succession planning, education Context-specific competencies for your organisation, its community & health workers p$޴Z,$޴ZU$޴ZG,U/y  Demonstrate leadership raise profile of cultural competency, recommend strategies for professional practice Participate in partnership forums with govts / other agencies on applying the model Reflect principles of cultural competency in ethical & other professional conduct codes Develop policies and context-specific competencies for specific health professional group Promote information to members P$޴PU$޴P$޴P)$޴F$޴P3USXZ0{ A specific resource for Aboriginal and Torres Strait Islander Peoples National collaboration on framework for culturally competent health practice Address gaps in research, information and evidence base Promote best practice diversity organisations $޴o  (2 Institute for Health and Diversity www.vu.edu.au/diversity Cultural Competency for Healthy Living: a guide for policy, partnerships and participation - www.nhmrc.gov.au Multicultural Mental Health Australia www.mmha.org.au Centre for Culture, Ethnicity and Health www.ceh.org.au P޴P޴P6޴P޴P8޴PfPL$_(+ 0$; 0 0 0 KX Cultural Competency in Health Care& . .-)(3(3 /,,     "#$% &"'$(-*6+;-=. & 0 $(    s P0e0e #" 0eP     s *]<$ 0  (8I9:;  68!   NHow to find out more H  0޽h ? ̙33b Z ___PPT10: ."++D ' # = @B D ' ,= @BA?%,( < +O%,( < +D ' =%(%(DP ' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*<%(D' =-g6B fade*<3<*<D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*=%(D' =-g6B fade*<3<*=D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =-g6B fade*<3<*+8+0+0 +r‘o=wmmha.org.au/http://www.nhmrc.gov.au/http://www.vu.edu.au/diversityNTSAVERoot EntrydO)5 @PicturesaCurrent User4SummaryInformation(h"   H !"#$%&'()*+,-./0123456789:;<=>?@ABC - Cultural Competency in Health Care.  Fonts UsedDesign TemplateEmbedded OLE Servers Slide Titles((S[  _PID_HLINKS DMSDocTypeA,_Dorothy Kapetopouloshttp://www.ceh.org.au/http://www.