Cultural Brokers Resilience Program Mosaics
MosaicsCultural Brokers Resilience ProgramExploring the Diversity ofLatinx Cultural Brokers in Boulder County
THEEXECUTIVESUMMARYIn February 2019, the Boulder CountyCommissioners’ Office in Boulder, Coloradoassigned resources to continue previous efforts inresilience and capacity building for Latinx CulturalBrokers in the county. Based on communityrecommendations, the Cultural Brokers ResilienceProgram adopted five areas of impact. Therewere projects created from each area of impactto support the work of Latinx Cultural Brokerswith Networking and Community Engagement,Development of Promising Practices, ResourceSharing, Professional Development, and thecontinued support in Resilience and Preparednessefforts.For the Development of Promising Practices,the program conducted a series of focus groups.Between the months of May and August 2019, 50Latinx Cultural Brokers from diverse backgroundsparticipated in four focus groups in the cities ofLongmont, Lafayette, and Boulder. With the helpof local organizations, non-profits, and governmentagencies, the program reached out to CulturalBrokers throughout the community. The groupsfocused on Spanish speaking community membersand bilingual Cultural Brokers who serve Latinxfamilies in Boulder County.The topics discussed in the focus groups were: Cultural Brokers definition: comparing theirexperience with the textbook’s definition of theterm. Attributes of Cultural Brokers. Challenges for Cultural Brokers in BoulderCounty. Recommendations to address recruitment,retention and rewarding of Cultural Brokers inBoulder County.The data included a diverse range of experiencesthat where codified into recurring topics to guidethis report on a community crafted definitionof cultural brokering and the development ofpromising practices in Boulder County for therecruitment, retention, and rewarding of LatinxCultural Brokers.The term Cultural Broker in Boulder Countybecomes an umbrella term that encompasses severalroles within our community. Based on the groupdiscussion, the Cultural Brokers Resilience Programproposes the following definition:2Latinx Bi-Cultural Brokers in Boulder Countyare community partners who bridge diversecultures and reduce current or potentialconflict by co-creating, with the communitiesthey serve, innovative strategies for changein areas of mediation, resource sharing andnavigation, mentorship, and the promotionof culture for civic engagement and publicparticipation in advocacy and activism.(Boulder County Community, 2019)Individuals who practice cultural brokering possessthe following attributes: Multicultural experienceResource navigationAdvocacyCommunity organizingNetworking Caregiving Mentoring Large percentagebilingualThe focus group participants presented thefollowing challenges: Racial biasResource accessibilityOverleveraging or “scope creep”Lack of institutional cultural competencyUnpaid overtimeDouble standards in the areas of: Performance evaluations Promotions Language proficiency (limited Spanishproficiency is dismissed, while limitedEnglish proficiency is overemphasized) Lack of leadership opportunities Lack of emotional support for case managersand social workersThe community created recommendations thattouch on areas of: Salary increaseProfessional developmentCultural competencyResources allocationMulti-sector collaborationPolicy makingOutreach & communicationSpecific recommendations are on page 11.
CULTURAL BROKERSCONTENTSTABLE OF CONTENTS3OVERVIEW4FOCUS GROUPS5WHAT IS A CULTURAL BROKER6PROFILE OF A CULTURAL BROKER8COMMUNITY DEFINITION OF A CULTURAL BROKER9IDENTIFIED CHALLENGES FOR CULTURAL BROKERS10PROMISING 33
OVERVIEWThe Cultural Brokers Resilience Program (CBRP) was implemented as acontinuation of the City of Longmont’s Resiliency for All Report (RFA). The CBRPworks in collaboration with other organizations around Boulder County and itis focused in the Longmont, Boulder, and Lafayette areas. Project funding comesprimarily from the Boulder County Commissioners’ Office with contributionsfrom The Philanthropiece Foundation and The Community FoundationServing Boulder County. Other partners include The City of Boulder, The Cityof Longmont, The City of Lafayette, ELPASO Movement, and The CU EngageProgram, among others.The Cultural Brokers Resilience Program is currently focused on serving LatinxCultural Brokers in particular due to the extensive available data I this subjectarea that will allow program coordinators to create concrete results that could bereplicated and shared with other diverse communities within and outside BoulderCounty.With the purpose of supporting existing capacity building efforts, the CBRPpartnered with community organizations where Cultural Brokers work in directcontact with Latinx families. These partnerships allowed the CBRP to create the¡Suma! Project, a community outreach and networking initiative that supportsmultiple existing Cultural Brokers networks. This project allows the CBRP toavoid overlaps and instead creates a space for both formal and informal networksto leverage opportunities for resource sharing, networking, and cross-sectorcollaboration. These ongoing community collaborations have helped the programto work in five different areas of impact such as: Community outreach and networkingDevelopment of promising practicesProfessional developmentResource sharingRevising policies for resilience and preparedness effortsThe Development of Promising Practices effort invited recognized and informalLatinx Cultural Brokers in Boulder County to share their experiences and to cocreate a community definition of Cultural Brokering that works for them in theBoulder County region. We presented textbook definitions and compared them todaily experiences of cultural brokering. Opening the discussion to various groupswithin the spectrum of Cultural Brokers allowed the CBRP to reach the conclusionthat cultural brokering in Boulder County should be understood as an umbrellaterm instead of a set role that is fulfilled by a specific group of individuals. Thediversity of perspectives helped the CBRP to explore suggestions for promisingpractices that touch in multiple sectors. The goal is to create awareness ofthe impact that Cultural Brokers have in our diverse communities while alsosuggesting systemic improvements to support and improve their work conditions.4
FOCUS GROUPSAs a continuation of previous work around implementing systemic changes tosupport Cultural Brokers in Boulder County, we decided to develop four focusgroups. The efforts in 2018 were driven by the Community Foundation of BoulderCounty and presented stories of Latinx Cultural Brokers through the OpenMicrophone Project. This projectidentified Cultural Brokers as gemsand catalysts for change withinBoulder County. The CulturalBrokers Resilience Programconducted focus groups to expandon previous work and to listen toCultural Brokers on how theseindividuals interact and work intheir community to enable positivechange.For the impact area of Development of Promising Practices, we decided to take acommunity driven approach. We invited a diverse group of Cultural Brokers bothrecognized and informal. In order to compile a list of practices that are made byand for Latinx Cultural Brokers, we opened the spacePromising Practices: for discussions and sharing daily experiences. Thisa hybrid between best approach was driven by Brené Brown’s understandingknown practices and of narrative and focus groups a “data with a soul”. Wetheir adaptation to aproceeded to analyze and codify those stories andculturally competentcontext that is informed compare them with the traditional model of bestby the individuals who practices.will be affected by theirimplementation. The three main participating groups were: Latinxparents, community connectors, and identifiedCultural Brokers. These three groups provided us with a complex and thoroughdefinition of what Cultural Brokering means to them in Boulder County. Theconversations gave us insight about the need for adopting Cultural Brokering notas a specific term but as an umbrella term that encompasses multiple groups ofindividuals who are affecting positive change in their communities.1 Brown, Brené (2010) TED-Talk - The Power of Vulnerability. https://www.ted.com/talks/brene brown on vulnerability?language en
WHAT IS ACULTURAL BROKERTo understand the complexity around the definition of Cultural Broker, we have identified multiplecontexts where it is applied. The concept of cultural brokering must be seen in different tiers toaddress the confusion of identifying individuals who practice such skills in diverse communities. Itis noteworthy to clarify that these layers do not represent a hierarchy, but the potential of CulturalBrokers to adapt to their environments and affect change in the communities they serve.Cultural Brokers are individuals who are considered bridges, connectors, ormediators between groups or people with different cultural contexts withthe purpose of reducing conflict or producing change (Jezewski, 1990)2.InternationalDefinitionInternational – One of Many Global Perceptionsof Cultural Brokers.According to the Universitat Oberta deCatalunya, Cultural Brokers are responsible formanaging a cultural entity, such as theaters,orchestras, concert halls, art galleries or artcenters. The job requires for them liaise withdirectors and other individuals the developmentof cultural policies and projects that usuallypromote local culture through the fine arts.3This context involves a more homogenous culturein which the Cultural Brokers work with culturaland public policies. This type of brokeringrevolves around culture promotion and fine arts,enabling community building and connectingbig organizations to underserved but still nativecommunities. These brokers develop programsand events and often self-managed communityprograms under The Corporate Responsibilityor Philanthropic initiatives. While governmentis involved, projects are directed towardscommunity building and the promotion of localculture.NationalDefinitionNational – American Perception of Cultural BrokersThe article “Bridging the Cultural Divide in theHealthcare Setting” published by GeorgetownUniversity and the National Center for CulturalCompetence talks about the most recurrentperception or role of Cultural Brokers in theAmerican context.4The position revolves around cultural competencyand advocacy for diverse cultures in multiple fieldsof human services. However, the most commonlyassociated fields are the healthcare and educationsystem. In these contexts, Cultural Brokers work asmediators and resource navigators in order to reduceconflict. The more utilitarian approach of their skillscan be correlated to the cultural context and thechallenges associated with diversity management.Cultural Brokers still maintain the coordinating role,but for matters of urgency and less for communitybuilding.2 National Center for Cultural Competence, Georgetown University Center for Child and Human Development, Georgetown University MedicalCenter. (2004) Bridging the Cultural Divide in the Health Care Settings Essential Role of Cultural Broker Programs3 Universitat Oberta de Catalunya (2016) ¿Que es un gestor cultural? Gestion Cultural. -es-ungestor-cultural-gestion-cultural/4 National Center for Cultural Competence, Georgetown University Center for Child and Human Development, Georgetown University MedicalCenter. (2004) Bridging the Cultural Divide in the Health Care Settings Essential Role of Cultural Broker Programs6
LocalDefinitionLocal – The perception of Cultural Brokers in the Boulder County Region.The current definition for Cultural Brokering in Boulder County is taken from Jezewski’sdefinition in the health care setting. This definition can be applied to any type of communityservice field. Therefore, Cultural Brokers are indeed connectors or mediators between groups.However, they also perform other tasks such as: mentoring, culture promotion, and activism,among others. The multiplicity of tasks that involve Cultural Brokering is deeply connected tothe community profile and their needs. This profile dictates the role of a Cultural Broker in theplaces they work. Therefore, the Cultural Brokers Resilience Program adopts the term “CulturalBrokering” as an umbrella term that encompasses multiple individuals within a spectrum of skillsapplied depending on their context.From a philosophical point of view, Latinx Cultural Brokers in Boulder County disrupt systemicstructures based on a hierarchical model such as the Maslow’s Pyramid of Needs applied to citymanagement. The cultural competency of Cultural Brokers allows for a holistic approach whensolving conflictive situations. Cultural Brokers with higher influence in systemic changes alsoapply these skills towards participatory planning in conflict resolution or culture promotion.Cultural Brokers as agents of change implement a linear approach which moves away from expertdriven models. These models are always adapted by Cultural Brokers to be competent and relevantfor the communities they serve. A focus shift that provides more autonomy to Cultural Brokerscan allow for more efficient use of resources.5 DeAngelis, Stephen (2016) Towards a Smart City Hierarchy of Needs. art-city-hierarchy-ofneeds/6 Images provided by author, based on the work of Peter Kageyama.7
PROFILE OF ACULTURAL BROKERLatinx Cultural Brokers in Boulder County are a group of individuals with a diverse set of skillsacross multiple sectors which include government agencies, non-profit organizations, and thepublic and private sector. The diversity of Cultural Brokers in Boulder County must be understoodas a collection of networks that interact with each other instead of one singular unit. The spectrumof experience within these group of individuals place them in different fields in which they canhave the biggest impact in their communities. The common denominator within this group ofindividuals is having a lived bicultural experience, rather than an academic understanding ofdiversity and cultural competency. This experiential knowledge provides them with emotionalunderstanding and empathy towards the communities they serve.The following groups are part of the diverse networks of Cultural Brokers throughout BoulderCounty. Formal Cultural BrokersInformal Cultural Brokers – Latinx parentsCase ManagersCity of Boulder - Community ConnectorsELPASO Movement Community OrganizersAMISTAD Health PromotersAFC A Green PromotersSocial WorkersCommunity LiaisonsCommunity LeadersOthersAs part of the group’s discussion on skills and strengths, thefocus groups formed the following combined list: Multicultural ExperienceResources NavigationAdvocacyCommunity OrganizingNetworkingCaregivingMentoringBilinguals or PolyglotsBasic Translation &InterpretationMediationCrisis Intervention andMitigationCulture PromotionSelf-ManagementCultural Competency 8“We are here to dignifythe immigrant’sexperience. Coming toa different country canbe frightening and theprocess of adaptation canbe aggressive. Our job isto help and provide themwith the resources theyneed to feel safe in a placethat is totally differentfrom where they comefrom.”- Focus Group Participant
COMMUNITY DEFINITION OF ACULTURAL BROKERAs part of the focus group initial discussionwe presented the current definition of CulturalBrokers used in the county. A large proportionof participants concluded that Jesewski’sdefinition, while appropriate, lacked inclusionwithin the Latinx community itself. Participantsagreed that the definition did not recognize thesocioeconomic, academic and diverse culturalbackgrounds within the Latinx community.Monolingual Spanish or English speakers witha lived bicultural experience felt the need toexpand the definition to include their voicesinto the discussion. Latinx Spanish-speakingresource navigators or English-speaking activistsand advocates with a lived bicultural experienceexpressed that both groups do communicateand work together in the field with the help oftranslators and interpreters.Based on the focus group discussion, the CulturalBrokers Resilience Program proposes thedefinition seen here to the right.Latinx Bi-Cultural Brokers inBoulder County are communitypartners who bridge diversecultures and reduce current orpotential conflict by co-creating,with the communities they serve,innovative strategies for changein areas of mediation, resourcesharing and navigation,mentorship, and the promotionof culture for civic engagementand public participation inadvocacy and activism.(Boulder County Community,2019)7This community created definition does not substitute, but expands on, Jezewsky’s definition ofCultural Brokers. The purpose of this broad definition is to create awareness that Latinx CulturalBrokers fall within a spectrum with different experiences that connect with the desired outcome ofaffecting positive change in their community’s development. These individuals have the potentialto engage through participatory planning entire communities that can give input to institutionson how to make culturally competent community outreach and build stronger connections. Theseconnections and relationships will eventually, with time and commitment, evolve into morecivically engage communities that otherwise are underserved and marginalized.7 Community crafted definition for Boulder County Cultural Brokers. Participants include, Latinx parents, community leaders, health promoters,formal Cultural Brokers, case managers, and social workers, among others.9
IDENTIFIED CHALLENGES FORCULTURAL BROKERSThroughout the focus groups, participants identified common challenges across sectors. The keyfindings revolved around areas of institutional policies, resource allocation, and accessibility.Some of these areas of growth represent a challenge not only for Cultural Brokers but also forthe communities they serve. Both formal and informal Cultural Brokers face challenges that arestrictly related to systems and policies that lack cultural competency.On the other hand, the recent attention given to Cultural Brokers in Boulder County conflictswith multiple perceptions of this practice. This lack of common understanding leads to an overleveraging of certain skills and the underutilization of others, therefore not recognizing their fullpotential as “Agents of Intercultural Exchange” in our diverse communities. This imbalance inworkloads expose Cultural Brokers to increasing expectations that are not supported with properresource allocations and therefore negatively affecting their performance.The following statements are examples of expectations beyond job descriptions:We are expectedto be the CulturalBrokers forpeople who arenot Latinx, justbecause they arenot Anglos. We dowhat we can, butthe clients needsomeone whotruly understandsthem.I do all this extrawork and getpaid the sameas my Anglo coworker and I havea Master’s Degreefrom where Icome from.We are expected tocome to all theseextra events afterwork and still makeit to the office for40 hours a week.Based on the participants shared experiences, Cultural Brokers in Boulder County work between5 and 10 extra unpaid hours per week. Based on their experience, and a review of job descriptions,local reports and other sources, Cultural Brokers make an average of 32,000 a year, almost 1,500above the average 30,639 year for a single income earner in Boulder County.8 This number isbroken down to 16 dollars an hour, which is reduced to 12.80 when unpaid worked hours areaccounted for.9AverageIncomeHourlyRateAfter ExtraUnpaid HoursCountyAverage 30,639 15.32N/ACultural BrokerAverage 32,000 16.00 12.808 Boulder County Community Foundation (2019) Boulder County Trends Report: The Community Foundation’s Report on Key Indicators.9 The numbers take into consideration local job offers in related fields, and local data sources such as the 2019-2021 Trends Report, These numers donot account for additional jobs for supplemental income.10
CHALLENGES FOR CULTURAL BROKERSThis overleverage is also related to what participants identified as double standards in languageproficiency and racial bias. Institutions tend to favor local academic accredidation and dismissinternational ones. This issue also applies to language proficiency, where limited Spanish is notseen as a problem for Latinx services and community outreach efforts, but limited English is seenas an issue for department communication.These systemic issues of racial bias and double standards expose Cultural Brokers to overleverage(scope creep) and accountability measures that do not take into consideration the entirety oftheir work. This also prevents them from accessing resources for professional development andprofessional growth within their institutions.In addition, the lack of representation in decision making processes makes it difficult for CulturalBrokers to provide efficient services and apply their entire skill set in the institutions they serve.For example, document translation and interpretation without the proper qualifications beyondthe job description can lead to institutional liability that negatively impacts the Cultural Broker.Another example is Cultural Brokers doing tasks that are outside of their job description andwhich negatively impacts their ability to complete tasks that are in their job description which canlead to negative performance evaluations.We are pulled inmany different directionsfor translation andinterpretations when we do notnecessarily have the skillsto do it. They assume becausewe are bilingual, that we havethe skills to translate legaldocuments.11
PROMISING PRACTICESThe following Promising Practices are recommendations made by and for Latinx Cultural Brokers.Some of these recommendations have been implemented by various organizations. However,this is not a standardized list of recommendations that encompasses all the current and potentialpractices that could be implemented for the improvement of working conditions for CulturalBrokers in Boulder County. Taking into account the challenges presented by Cultural Brokers,we move forward with a list of recommended practices that could be implemented in a short-,medium-, and long-term, according to the institutions capacity and willingness to adopt themwith the help and collaboration of their existing Cultural Broker staff.Recruitment Administer blind interview practices Include diverse staff input on hiring process Include diverse and culturally sensitive staffin the interviews Include a culture responsiveness andinclusivity in conversations aboutprofessionalism and employment conduct Accept international degrees Adapt hiring practices to include otherforms of documentationRewarding Pay increase Bilingual pay Bonuses Paid time off Flexible time Paid extra hours Expenses reimbursement Revise benefits package Provide stipends for community meetingsRetention Require yearly bias training for managers anddepartment heads Provide leadership opportunities Avoid double standards for employee evaluation Avoid overleverage and scope-creep Adopt equity and inclusion as institutional valueWe recommend that organizations in Boulder County and the Cultural Brokers who they servedevelop a timeline to work on the implementation of promising practices. The first phase shouldtouch on changes that would require minimal to no cost such as the inclusion of staff in hiringdecisions, flexible time and remote work. Recent studies from the American PsychologicalAssociation assert the benefit costs of remote and flexible working schedules. Zara Greenbaumrefers to these benefits as small but tangible benefits such as increase efficiency due to reducedcommute, emotional wellness, and work-life balance, among others. Subsequent phases formedium- and long-term goals involving policy changes such as pay increase should include inputfrom diverse staff.With regards to informal Cultural Brokers, the CBRP recommends that institutions create in-kindbenefits such as stipends, transportation, and child-care as a short-term goal. Longer term changeswould include revision of hiring practices amd alternative documentation of residency status.10 Greenbaum, Zara (2019) The future of remote work. ork12
CONCLUSIONThe current job market in our region does not possess the understanding of the work of CulturalBrokers. This lack of understanding gives way to less-than-optimal work conditions for theseindividuals. The continuation of both overleverage and underleverage of cultural brokering skillscreates a workload imbalance that affects both emotional and practical aspects of this position. Thethree identified changes are flexibility, cultural competency, and salary increases.Based on the focus group findings, we know several agencies have implemented some of theserecommendations. However, there is no collective understanding that provides guidance on how toimplement best practices that are culturally competent and support the work of Cultural Brokers.Due to the diversity of experiences and fields, the Cultural Brokers Resilience Program recommendsagencies to adapt their policies with the input of their Cultural Brokers and diverse staff. Theseconversations will enable them to come up with strategies to implement changes catered to theirspecific staff needs in conjunction with their institutional capacity.FOR MORE INFOThe Cultural Brokers Resilience Program mission is to support existing efforts that help furtherthe work of Cultural Brokers in Boulder County. We work in Partnership with The PhilanthropieceFoundation, KGNU, The CU Engage Program, The Boulder County Community Connectors Programand the Migrant Tree Project, among others.13
THANK YOUThe Mosaics report would not be possible without the help of multiplecommunity members. With the community as our leader and service as oneof our core values, the Cultural Brokers Resilience Program would like torecognize the help of those community partners who made this documentpossible. A group of 50 formal and informal Cultural Brokers in our communitycame together to guide us in the process of exploring their journey as employeesof their communities. They have shared experiences of hardship and success andin the process created a community that lifts and support one another in servingtheir communities.Special thanks to our community partners around Boulder County who offeredtheir locations the focus groups. Thanks to our Advisory Committee and thanksto the Boulder County Commissioners’ Office, The Office of Sustainability,Climate Action, and Resilience for funding this project, The City of Boulder andthe Boulder Public Library for helping us to connect to the Boulder CommunityConnectors Program, The Philanthropiece Foundation for helping us with thefocus group facilitation, ELPASO Movement and Sister Carmen for hosting usin Lafayette, Coal Creek Meal on Wheels in Lafayette for helping us promoteour events, Intercambio Uniting Communities for hosting us in Longmont,Pine Street Church for sponsoring supplies, Compañeras Program at El CentroAmistad for the helping us bring the promotoras perspective, and others!ACKNOWLEDGMENTSBoard of Boulder County Commissioners Elise Jones Deb Gardner Matt JonesFacilitation, Research, & Writing Guillermo J. Estrada-Rivera, M.DivGraphic Design Gabi BoerkircherFacilitators & Hosts Ryan Hanschen Teresa García Laura Soto Norma Fuentes14Special thanks to thefollowing individuals for theircontributions in making thiswork and this report possible.Special Thanks to our Collaborators Elena Aranda Ana Arias Katie Arrington Tiernan Doyle Jake Matlak Garry Sanfaçon Nadia Villalobos
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NOTA: Este documento contiene lenguaje inclusivo de género neutro.MosaicosPrograma de Resiliencia para Gestores CulturalesExploración de la diversidad degestores culturales latines en el Condado de Boulder
ELRESUMENEJECUTIVOEn febrero de 2019, la Oficina de Comisionadesdel Condado de Boulder en Boulder, Colorado,asignó recursos para continuar esfuerzos previossobre construcción de resiliencia y capacidad paragestores culturales latines en el condado. En base alas recomendaciones de la comunidad, el Programade Resiliencia para Gestores Culturales adoptó cincoáreas de impacto. Se crearon proyectos de cadaárea de impacto para apoyar el trabajo de gestoresculturales latines en relación con enlace comunitario,desarrollo de prácticas prometedoras, intercambio derecursos, desarrollo profesional y el apoyo continuo alos esfuerzos de Resiliencia y Preparación.En el caso del desarrollo de prácticas prometedoras,el programa organizó una serie de grupos focales.Entre los meses de mayo y agosto de 2019, 50gestores culturales latines de diversos contextosparticiparon en cuatro grupos focales en las ciudadesde Longmont, Lafayette y Boulder. Con la ayudade organizaciones, locales organizaciones sin finesde lucro y agencias gubernamentales, el programacontactÓ gestores culturales en la comunidad.Los grupos se concentraron en miembres de lacomunidad hispanohablante y gestores culturalesbilingües que atienden a familias latinas en elCondado de Boulder.Los temas debatidos en los grupos focales fueron: Definición de gestores culturales: comparaciónde sus experiencias con la definición deltérmino en libros de texto. Atributos de gestores culturales. Retos para gestores culturales en el Condadode Boulder. Recomendaciones para tratar el reclutamiento,la retención y la renumeraciÓn de gestoresculturales en el Condado de Boulder.Los datos incluyeron una diversa gama deexperiencias que fueron codificadas en temasrecurrentes para orientar este informe sob
Cultural Brokers Resilience ProgramMosaics. 2 In February 2019, the Boulder County Commissioners’ Office in Boulder, Colorado . Outreach & communication Specific recommendations are on page 11. SUMMARY THE EXECUTIVE Caregivin
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