CBO Cultural Competency Self Assessment Tool for Administrators – Resource
Tool for Cohort II
________________________________________________________________________
ADDED NOTE TO MHHSC Cohort II (TWO): The Cohort I Coordinating Center
experts worked with the CMHS/GPO(s) to develop this tool to support sites in
developing cultural competence. [See sources cited below.] It was utilized
voluntarily. This tool is being provided as a resource deriving from the work of
MHHSC Cohort One, minus only instructions to submitters and assurances of
confidentiality. It is not now disseminated as a collection effort, voluntary or
otherwise. As a tool it can be supportive to administrators and managers in
developing culturally competent services.
From: MHHSC II GPO’s
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Cultural competence refers to an organization’s proficiency in engaging their target population
with services that are culturally appropriate, relevant and responsive. Cultural competence
considers the concerted efforts of an organization to utilize knowledge of a population (i.e., race,
ethnicity, social economic indicators, physical limitations and sexual orientation) in a manner that
enhances program design and engagement strategies. Cultural competence is an important issue
that Centers face when serving the needs of underserved and vulnerable populations. .
To address cultural competence within the Mental Health HIV Services Collaborative (MHHSC),
the MHHSC Coordinating Center devised assessment strategies to gauge how cultural
competence is addressed across the MHHSC sites.
In MHHSC’s continuing efforts to learn more about cultural competence, the Coordinating
Center has constructed this cultural competency assessment tool for community-based center
administrators.
This Checklist is intended to provide a summary of the types of activities sites participate in or
value. There are no correct responses. As all health service centers and the populations they
serve differ, responses may vary by site.
{This self-assessment tool was culled in part from “Lewin/HRSA’s Indicators of Cultural Competence in
Health Care Delivery Organizations: An Organizational Cultural Competence Assessment Profile” and
from “Promoting Cultural Competence and Cultural Diversity in Early Intervention and Early Childhood
Settings”.}
Directions:
Please select A, B, or C for each item listed below.
A = Things I do frequently
B = Things I do occasionally
C = Things I feel I should do more often
D = This item is not relevant to my work environment
E = None of the above Note: If E is selected, please describe why.
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For the CBO/CHC Administrator or Manager
Physical Environment, Materials and Resource
A Center’s physical environment helps form CBO/CHC clients’ first impressions.
Center receptionists are clients’ first contacts. Therefore receptionists’
acknowledgement of clients is a crucial first impression. Because clients must wait
(some nervously) for a certain period prior to seeing a provider, it is important that
clients be told an approximate duration of their waiting period. The Center lobby
must be welcoming and reading materials and other Client resources must be
relevant and accessible.
1. I assure that the receptionist is attentive, friendly, and knowledgeable about
the services provided in the Center.
2. I assure that the receptionist has updated schedules to inform clients
immediately upon arrival for when clinician will see client.
3. I assure that the receptionist is able to effectively communicate (bilingual/multi-lingual) with clients in the community served by the Center.
4. I assure that other staff members, including clinicians, are able to effectively
communicate (bi-lingual/multi-lingual) with clients in the community served
by the Center.
5. I display pictures and other materials that reflect the cultures and ethnic
backgrounds of clients and families served by my Center.
6. I assure that Center brochures and magazines on display in the reception
area are up-to-date, relevant and reflect the different cultures and groups of
clients and families served by the Center.
7. I assure that Center background music, programmed radio stations or
television programming are tasteful and reflect the culture and ethnic
backgrounds of clients and families served by the Center.
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A
B
C
D
E
Organizational Values and Attitudes
These reflect the perspectives and attitudes of an organization; how important and
committed they are to providing culturally competent care.
A
B
C
D
E
8. I assure that the Center’s Mission Statement addresses cultural competence.
9. I assure that the Center’s strategic, business or program plan addresses
cultural competence and outlines a plan for implementation.
10. I assure that all Center staff, including new staff (e.g. during new staff
orientation) are aware of and support the Center’s cultural competence
program plans.
11. I assure that the Center’s commitment to cultural competence are displayed
at the reception areas and shared systematically with Center community.
12. I assure that regular organizational needs assessment regarding cultural
competency are used in policy and program operations, treatment plans and
implementation.
13. I assure that community and needs assessment information/data related to
cultural competence are used in policy and program operations, treatment
plans and implementation.
14. I assure that administrative and services delivery systems are adapted to
population in service area; including adaptation to improve access to care.
15. I retain a significant proportion of community members on Center governing
body and advisory committees.
16. I report to Center stakeholders (Board of Directors, Consumer Advisory
Board, etc.) on cultural competence activities and issues.
17. I promote and support Board membership composition that is culturally
representative of the community served by the Center.
18. I promote and support training of Board members on issues of culture and
concerns of groups served by the Center.
19. I strive to involve the Executive Management Team in issues related to
cultural competence at the Center.
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20. 21. 22. 23. 24.
20. I assure that formal cultural competence-related policies exist regarding:
a. Personnel recruitment and retention
b. Training/Staff development
c. Language access/communication
d. Cultural competence-related grievance/complaints
e. Community/client input.
21. I avoid imposing values that may conflict or be inconsistent with those of
cultures or ethnic groups other than my own.
22. I discourage staff from using racial and ethnic stereotypes or slurs; letting
them understand that the use of certain words hurt others.
23. I intervene in an appropriate manner when I observe Center staff engaging in
behaviors that show cultural insensitivity, bias or prejudice.
24. I understand and support that family is defined differently by different
cultures and groups (e.g. extended family members, fictive kin, godparents,
domestic partnership, etc.)
25. I recognize and accept that individuals from culturally diverse backgrounds
may desire varying degrees of acculturation into the dominant culture.
26. I accept and respect that male-female roles in families may vary significantly
among different cultures (e.g. who makes major decisions for the family).
27. I understand that age and life cycle factors must be considered in
interactions with individuals and families (e.g. high value placed on the
decision of elders or the role of the eldest male in the families).
28. Even though my professional or moral viewpoint may differ, I accept the
family/parents as the ultimate decision makers for services and support for
their adolescent youths/children.
29. I recognize that the meaning or value of medical treatment, health care, and
health education may vary greatly among cultures.
30. I recognize and understand that beliefs and concepts of emotional well-being
vary significantly from culture to culture.
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31. I understand that beliefs about mental and emotional health are culturallybased. I accept that responses to these conditions and related
treatment/interventions are heavily influenced by culture.
32. I accept that religion and other beliefs may influence how individuals and
families respond to mental illness, diseases and death.
Planning and Monitoring/Evaluation
This section covers the mechanisms and processes used for (a) long and short term
policy, program and operation of cultural competence planning that is informed by
external and internal consumers; and (b) the system and activities needed to
proactively track and assess an organization’s level of cultural competence.
A
B
C
D
E
A
B
C
D
E
33. I assure consumer participation and satisfaction regarding cultural
competence-related planning.
34. I assure staff participation and satisfaction regarding cultural competencerelated evaluation activities.
35. I assure that planning documents, including fiscal plans, address cultural
competence issues.
36. I assure the integration and implementation of cultural competence
evaluation plans.
37. I work with our evaluator to assure timely and accurate cultural competencerelated data.
38. I work with our evaluator to monitor and evaluate reports related to cultural
competence.
Communication
This section relates to the exchange of information between the
organization/providers and the clients/population and internally among staff, in
ways that promote cultural competence.
39. I understand the different communication needs and styles of client
population.
40. I provide a system for informing patients of their rights to free
interpretation/translation services.
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41. I provide opportunities for Center staff training regarding cross-cultural
communication.
42. I monitor and evaluate appropriate and effective organizational and provider
communications.
43. I support special communication initiatives in my Center, including
“universal” language access.
44. I assure that my staff demonstrates and applies effective communication
styles with diverse client groups.
45. I assure that my Center offers linguistically competent services, i.e. I assure
that languages/dialects of community are available at point of first contact
and at all levels of interaction.
46. When interacting with clients who have limited English proficiency, I
always keep in mind that:
a.
Limitation in English proficiency is in no way a reflection of
their level of intellectual functioning.
b.
Their limited ability to speak the language of the dominant
culture has no bearing on their ability to communicate effectively in
their language of origin.
c. They may or may not be literate in their language of origin or
English.
47. I understand the implications of health literacy within the context of my
roles and responsibilities.
48. I assure the availability of appropriate written communications.
49. I assure that there is a quality review mechanism that translated materials
convey intended meaning.
50. I assure that disseminated materials are culturally appropriate.
51. I assure that there is a mechanism for systematic and ongoing
communication with the community from which clients/potential clients
come/may come.
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52. I assure intra-organization communication that promotes effective
communication among diverse staff.
Staff Development
This section deals with an organization’s effort to assure staff and other service
providers have the requisite attitudes, knowledge and skills for delivering culturally
competent services
A
B
C
D
E
A
B
C
D
E
53. I have or intend to invest in a training (initial, basic, periodic) plan for staff
in cultural competence.
54. I assure that the cultural competence training curricula address key cultural
competence-related knowledge, skills, and attitudes including the roles of
persons trained (e.g. clinical, front-line administrative, marketing, etc.).
55. I make it clear to Center staff that cultural competence is a part of job
descriptions.
56. I have instituted a system of incentives (individual and team) for cultural
competence behaviors/activities.
57. I have instituted a system of staff performance assessment (individual and
team) for cultural competence behaviors/activities.
58. I have instituted a system of incorporating cultural awareness within
orientation for new staff members.
59. I provide cultural competence training opportunities on a continual basis to
Center staff.
Organizational Infrastructure
This section is about organizational resource required to deliver or facilitate
delivery of culturally competent services.
60. I assure that overall budgetary allocation and investment in cultural
competent activities, aligned with strategic plan.
61. I have a plan for recruitment, retention, and promotion of staff representative
of the population served.
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62. I have a designated staff responsible for cultural competence
implementation/activities.
63. I have staff to facilitate client/community outreach and communication.
64. I have a community liaison (e.g. ombudspersons, community health workers,
cultural brokers).
65. I have an MIS system that includes/tracks cultural competence-related
information on populations and clients served.
66. I have staff that is trained to use, collect, and input data into the
organization’s information system in a consistent, standardized way.
67. I have a range of technology that facilitates communication between
clients/population and health organization/providers.
68. The physical facility/environment of my Center is inviting and helpful (e.g.
décor, color coding, literature, posters).
69. I have a formal and informal alliance/links with community and other
partners to address cultural competence issues.
70. I attempt to get evidence of appropriate use of/referral to partners/alliance
members.
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