The Culturally Responsive Social Service Agency: The Application of an Evolving Definition to a Case Study

Abstract

Most of the attention in the last few decades in the human services field has been on the development of culturally competent practice with little attention to the context of this practice. This analysis and case study focuses on the organizational context of social service practitioners seeking to respond effectively to an increasingly diverse client population. Specific attention is given to the development of a working definition of a culturally responsive social service agency. This definition is used to assess a case study of a public sector county social service agency that has a substantial history in promoting culturally responsive practices. The implications for future management practices are noted in the conclusion.Julian Chun-Chung Chow, PhD, is an Associate Professor affiliated with the

(Super)diversity and the migration–social work nexus: a new lens on the field of access and inclusion?

“…Fong 2007; for one exception, see Webb 2009). Some 'competence to practice with and on behalf of diverse populations' is typically mentioned in ethic and professional codes in the USA and elsewhere (Anderson and Wiggins-Carter 2004;Chow and Austin 2008). 1 What diversity amounts to in practical terms is far from obvious -even more since, just like cultural competence, it involves not only client-worker relationships, but also the broader organizational arrangements of social work provision.…”

“…Notions such as 'culturally responsive organizations' have been developed accordingly. Among the measures to translate these principles into organizational procedures, routines and cultures, staff training has generally been the most obvious option, in the USA at least, above all in child welfare and in mental health (Chow and Austin 2008).…”

Balanced Decision Making in Child Welfare: Structured Processes Informed by Multiple Perspectives

“…Thus, this framework hypothesizes that bringing a number of perspectives into placement decisions augments the ability of caseworkers and supervisors to identify and utilize protective factors, for the purposes of supporting the family and achieving an appropriate placement decision to ensure the child's safety. This dynamic shifts the center of power toward family and community members, with the intent of empowering family members and engaging the child welfare agency in a process of organizational change that includes family and community perspectives (Chow & Austin, 2008).…”

Organizational Change Rationales: Exploring Reasons for Multicultural Development in Human Service Agencies

“…Two of the three top reasons ("being responsive to client base" and "to smooth hiring/retention processes") reflect predominant themes in human service diversity research. There is great concern in responding in culturally appropriate ways to clients and in managing an increasingly diverse workforce (Aries, 2004;Chow & Austin, 2008;Gutierrez & Nagda, 1996;Hyde, 2003Hyde, , 2004Iglehart, 2000;Nagda, Harding, & Holley, 1999;Williams, 2006). With these two rationales, there is a sense of purpose, a problem to be corrected, and a goal for improved performance.…”

“…Increased staff diversity also is cited as one important reason for multicultural development in human services (Chow & Austin, 2008 Iglehart, 2000;Menefee, 2000). Yet the primary factor for MD in human service agencies is to better serve clients.…”