Increase Cultural Competence in Health Care with the Executive Care Franchise

If you’re interested in starting a senior care franchise, you’re probably already familiar with the tremendous growth of the senior population, both in the United States and around the world. When the global population was measured in 2012, 562 million people were aged 65 or older, comprising roughly 8% of the population (He et al., 2016, p. 1). Only 3 years later, the global senior population rose by 55-million and another 0.5% (p. 1). Most senior care industry analysts project that 1 out of every 5 people will be past the age of 65 by 2030.

This can be traced to a number of different factors. First, the Baby Boomer generation is aging past 65 in great numbers every day. Additionally, according to He et al. (2016), fertility rates have fallen to very low levels in most world regions at the same time that modern medicine has extended lifespans to unprecedented levels (p. 1).

This surge of senior demographic growth is putting a great deal of pressure on our nation’s medical infrastructure. In particular, the demand for at-home senior care services has skyrocketed. But, like we said, if you’re reading this article, you probably already know all of this.

However, what might surprise you is the tremendous growth of ethnic and racial diversity in the United States, as well as the ways that this affects health care providers and Executive Care franchise owners.

Simply put, modern senior care businesses will need to reach a certain standard of cultural competence if they intend to meet the care needs of increasingly ethnically and racially diverse populations.

Understanding Cultural Competence

In the senior care world, cultural competence describes “the ability of systems to provide care to patients with diverse values, beliefs, and behaviors” (Betancourt et al., 2002). In simpler terms, this means that your senior care company will need to be mindful of cultural difference, and make an effort to deliver care that meets the cultural, social, and linguistic needs of your clientele.

The Executive Care franchise family is committed to cultural competence in both training and practice, because it increases community access to care, and works as a business strategy that distinguishes our brand from the competition.

Cultural Competence Strategies Adopted by the Executive Care Franchise Family

We have provided some brief examples of our brand’s committed to cultural competence below:

  • Diversity in the workforce. Our staff are highly trained, vetted, and background checked, but we welcome staff of all backgrounds, so long as they possess the proper skills and personality to deliver competent care in their communities.
  • Involving clients and staff in multicultural community events. The Executive Care franchise has been involved in a number of local fundraisers and events whose profits benefit other cultures within our community. Furthermore, our companionship caretakers often bring clients to culturally-relevant recreational events.
  • Staff sensitivity to cultural preferences. Our caretakers are often involved in meal preparation, social event participation, and accompanying clients to leisure activities of their choice. We encourage our staff to tailor these outings and activities to the cultural preferences of their clients, whether that means cooking up a traditional dish from back home, or attending a specific culture’s holiday parade.

You can learn more about our commitment to cultural competence in practice by visiting http://www.executivehomecarefranchise.com.

References

  • Betancourt, J. R., Green, A. R., Carrillo, J. E., & Park, E. R. (2005). Cultural competence and health care disparities: key perspectives and trends. Health affairs, 24(2), 499-505.
  • Betancourt, J. R., Green, A. R., & Carrillo, J. E. (2002). Cultural competence in health care: emerging frameworks and practical approaches (Vol. 576). New York, NY: Commonwealth Fund, Quality of Care for Underserved Populations.
    He, W., Goodkind, D., &Kowal, P. (2016). An aging world: 2015. US Census Bureau, 1-165.