The findings and recommendations contained herein are based on the results of the recently concluded self-assessment using the National Center for Cultural Competence (NCCC) tool (Goode, Jones & Mason, 2002). Goode, Jones, and Mason (2002) assert that cultural competencies require both organizations and their personnel have the ability to value diversity; conduct self-assessment; bring about the changing aspects of difference; get and institutionalize cultural knowledge as well adapt to the diversity and cultural contexts of individuals and communities served (Leavitt, 2010). The results of this self-assessment are meant to provide insight as to where the organization is located on the cultural competence continuum (Goode, Jones & Mason, 2002). Further advancing this notion, this report should be used to deliberately plan both long and short-term objectives that will further develop this organization’s culturally and linguistically competent services across all its levels.
Accordingly, and with regards to leadership in this assessment, it is necessary to have its leadership positions filled by members from different levels of the organization. This is because it is the mandate of leadership to establish the underlying principle for and promote self-assessment as this organization’s objective and priority (Goode, Jones & Mason, 2002). Further to that, it is essential to encourage personnel of different organizational levels to assume positions of leadership as cultivating leadership requires the sharing of power (Leavitt, 2010). The assessment findings suggest that while self-assessment is becoming an organizational priority, this organization might be inadvertently pursuing practices that discourage leadership development. This implies either a lack of leadership development programs or inefficiency of existing ones.
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Goode, Jones, and Mason (2002) note that the NCCC holds a developmental perception of cultural competence. Advancing this notion further, they note that the presence of a vision that is both compelling and shared not only organization-wide but also with the families of the personnel and communities served (Goode, Jones & Mason, 2002). It is only by instilling a genuine sense of ownership of the self-assessment among the stakeholders, can the organization increase its likelihood of progressing along the course of cultural competence. Therefore, it is crucial that such valuations happen in an environment that benefits the process by being both safe and non-judgmental (Leavitt, 2010). It is evident from the findings that while there is progress towards engendering ownership among several stakeholders, there are those who are still skeptical and apprehensive. This implies that there is a need for more effort and resources to be committed towards the creation of the dimensions critical to genuine self-assessment.
Based on the above-discussed findings and implications, there are several recommendations. It is recommended that the leadership team should develop programs that will communicate to all personnel both the importance of leadership development and avail necessary resources to facilitate this process. Secondly, it is recommended that this organization must allocate more time and necessary resources towards engaging with such stakeholders to further enhance the safe and non-judgmental setting needed for genuine self-assessments to be satisfied and produce more ownership of this organization’s cultural competence-based vision. Still, it is recommended that the leadership team should develop programs that will communicate to all personnel both the importance of leadership development and avail necessary resources to facilitate this process. Furthermore, it is recommended that this organization must prioritize sustaining and maintaining partnerships with community stakeholders. Advancing this notion, the organization should consider incorporating these and future self-assessment results into the state grant block planning and development process.
References
Goode, E., T., Jones, W., & Mason, J. (2002). Planning and Implementing Cultural Competence Organizational Self-Assessment. National Center for Cultural Competence (NCCC).
Leavitt, R. L. (2010). Cultural competence: A lifelong journey to cultural proficiency. Thorofare, NJ: SLACK Inc.
